The 1970s were a significant turning point for the banking industry. The federal and state governments relaxed the controls limiting the expansion of banks branching into adjacent counties, then across state lines and eventually nationally. This created a flood of branching activity by the banks. The timing of the expansion occurred during the development of the automated teller machine (ATM).

As the popularity of ATMs grew, I realized it was time for Diebold to expand its product line from vault doors, safe deposit boxes and drive-up windows to ATMs, the future of banking. I advised Earl Wearstler, vice president of the company at the time, that Diebold needed to secure the rights to sell ATMs in the United States. Once we obtained the rights, the next step was to manufacture our own ATMs. Manufacturing our own ATMs was a gamble, but it allowed us to meet all of the U.S. standards, something the current model was unable to do.

On Aug. 2, 1974, I, along with Robert Barone and Donald Kinker, filed a patent for an automatic remote banking system and equipment.

My dream of entering the ATM market was becoming a reality. Shortly after we submitted our patent, Diebold's first ATM, the TABS 500, (Total Automatic Banking System) hit the market. Continuous music and messages activated by the customer made the TABS 500 user-friendly and much more marketable to banks than other ATMs on the market.

One of the major challenges that faced Diebold in a 24-hour-a-day, seven-day-a-week banking industry was to make sure the customer didn't walk away frustrated. To circumvent any frustration, we incorporated a service that made the Diebold ATM unique and popular in a competitive market. We added a button that allowed the customer to have direct contact with a teller. The teller could observe the same screen as the customer and immediately assess the situation and walk the customer through the rest of his or her transaction.

Due to our outstanding accomplishments and acceptance by banking customers in the ATM business, Phillips Electronics, a multibillion dollar electronics company, contacted Earl to secure the marketing rights for Diebold ATMs in the British Isles and the entire European market.

To secure this partnership, Diebold had to adhere to Phillips' quality assurance requirements. The task of negotiating the final agreement between Diebold and Phillips was on my shoulders. For two weeks, I toured our facilities with Phillips' director of corporate quality assurance, while he inspected each facility to ensure Diebold could meet all of his strict requirements.

In 1973, the U.S. Navy Department requested, on a trial basis, an ATM that would accommodate more than 6,000 crew members aboard the Forrestal, the first super aircraft carrier in the United States. The Forrestal was based in San Diego, Calif. I went to San Diego to oversee the installation; I was in awe over the size of the gigantic carrier.

Three years later, in 1976, I was promoted to vice president of Diebold and general manager of the Lamson division in Syracuse, N.Y.

When Diebold purchased Lamson, a manufacturing company, the goal was to gain knowledge regarding pneumatic tube delivery systems. Before we could gain the knowledge we needed to be competitive, I first had to resolve the serious issues Lamson was having with two of its major clients: The Pittsburgh Brewing Company and the Mayo Clinic. On two occasions, Lamson's specialized trolley car, which was used to carry beer bottles and medical supplies for these customers respectively, fell off the tracks, crashed to the ground, and destroyed several hundred bottles of beer and several blood samples. It took me three years to resolve the technical issues associated with this product.

In late 1986, Diebold announced 26 new products, which were diverse and covered a wide gamut of products and services such as self-serve video rental machines, credit card-activated gas station pumps and interactive video systems, which dispensed tickets and information.

Throughout my 24 years with Diebold, I faced several challenges, all of which were unique. Each time I was able to rise to the occasion and resolve the issues. As I reflect on my time with Diebold, I have a lot of great memories. I am excited to see what innovative products and services Diebold offers its customers in the years to come.

Bob asked himself on many occasions if entering the ATM business was worth the risk. When we asked him to reflect back on his time with Diebold, this is what he had to say.

"It was a gamble for Diebold to invest a tremendous amount of money in the ATM market, but a wise move. Today, Diebold builds, sells and services ATMs and security products. Two-thirds of Diebold's revenue is generated by the sales and service of ATMs. The remaining revenue is generated from security offerings and election systems."