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National Gallery of Art, Gallery Archives

How a Working-Class Couple Amassed a Priceless Art Collection

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National Gallery of Art, Gallery Archives

By Jed Lipinski

Herb Vogel never earned more than $23,000 a year. Born and raised in Harlem, Vogel worked for the post office in Manhattan. He spent nearly 50 years living in a 450-square-foot one-bedroom apartment with his wife, Dorothy, a reference librarian at the Brooklyn Public Library. They lived frugally. They didn’t travel. They ate TV dinners. Aside from a menagerie of pets, Herb and Dorothy had just one indulgence: art. But their passion for collecting turned them into unlikely celebrities, working-class heroes in a world of Manhattan elites.

While their coworkers had no idea, the press noticed. The New York Times labeled the Vogels the “In Couple” of New York City. They counted minimalist masters Richard Tuttle and Donald Judd among their close friends. And in just four decades, they assembled one of the most important private art collections of the 20th century, stocking their tiny apartment floor-to-ceiling with Chuck Close sketches, paintings by Roy Lichtenstein, and sculptures by Andy Goldsworthy. Today, more than 1,000 of the works they purchased are housed in the National Gallery, a collection a curator there calls “literally priceless.” J. Carter Brown, the museum’s former director, referred to the collection as “a work of art in itself.”

The Vogels had no formal training in art collecting. They didn’t aspire to open a gallery or work in museums. They bought art the way any amateur collector shops: for the love of the individual pieces and the thrill of a good deal. But you don’t accumulate a priceless collection of anything by accident. Herb and Dorothy developed a methodical system for scouting, assessing, and purchasing art. When it came to mastering their hobby, the Vogels were self-trained professionals. This is how they did it.

The Art of Buying

Herbert Vogel was born in 1922, the son of a tailor and a homemaker. A rebellious teen, fond of jazz and zoot suits, he dropped out of high school because “I hated people telling me what to do,” he said. Instead, he worked in a cigar factory before doing a stint in the National Guard. When a dislocated shoulder resulted in a medical discharge, he enrolled in art history seminars at New York University’s Institute of Fine Arts, where legendary art historians like Erwin Panofsky and Walter Friedlaender held court. In the evenings, Herb frequented the storied Cedar Tavern, listening in awe as artists like Willem de Kooning and Franz Kline roared at each other over the meaning of abstract expressionism. He decided he wanted to be a painter. To subsidize his new passion, he landed a job at the post office, working the graveyard shift in the dead-letter department.

In November 1960, Herb, then 38, went to a dance at the Statler Hilton Hotel in Manhattan. Scanning the crowd, his eyes fell on a pretty, bookish young woman 13 years his junior. This was Dorothy Faye Hoffman, the daughter of a stationery merchant from Elmira, N.Y. Dorothy had moved to Brooklyn two years earlier, after receiving her master’s in library science at the University of Denver. Herb thought she looked “intelligent.” Dorothy found him “cuddly” and liked his dance moves. It was love at first sight.

Herb and Dorothy were married in 1962 and spent their honeymoon in Washington, D.C, where they made their inaugural voyage to the National Gallery. “That’s where Herb gave me my first art lesson,” Dorothy said. At the time, she knew next to nothing about art, having always preferred music and theater. But her husband’s enthusiasm inspired her. She enrolled with him in painting and drawing classes at NYU. That same year, they bought a small sculpture made from crushed car metal by the artist John Chamberlain. They had no idea that the joint purchase would be the first of thousands.

The Vogels rented a tiny studio in Union Square, painting there at night and on weekends and using the vibrant, abstract products to decorate their new apartment on 86th Street. But by the mid-1960s, the couple realized that their artistic ambitions outweighed their abilities. “I wasn’t bad,” Dorothy claimed, adding, “I didn’t like Herby’s paintings.” Herb, an unfailingly modest man, admitted as much: “I was a terrible painter.” They decided to concentrate on collecting instead.

At the time, Pop Art and Abstract Expressionism were in vogue and too expensive for the Vogels. Minimal and conceptual art, on the other hand, had yet to be embraced by the art world establishment. The Vogels made a pact: Her salary would go toward living expenses, his toward art. Under these new terms, they visited the SoHo studio of an obscure artist named Sol LeWitt and walked out with the first piece LeWitt ever sold: an untitled, golden, T-shaped structure. “He had more than average potential, and I felt it,” Herb said. LeWitt would later become a titan of contemporary American art.

But Herb and Dorothy’s obsession was just starting to kick in. The couple began visiting dozens of galleries and studios each week, becoming what artist Chuck Close called “the mascots of the art world.” In making purchases, they functioned as a team. Herb, the impulsive Dionysian, searched for art “like a truffle hound,” said the artist Lucio Pozzi, who has more than 400 works in the Vogel collection. Dorothy, the Apollonian librarian with the encyclopedic memory, was more passive, hanging back and calculating the financial realities. They had only a few criteria: The work had to be affordable; it had to fit in their apartment; and it had be transportable via taxi or subway. Not part of the equation? The artist’s reputation. “We bought what we liked,” Dorothy said. “Simple as that.” And they continued to lead their double life—racing from studio to studio to gallivant with artists and to scout their next big purchase every night, while keeping their passions private from their work colleagues. Still, assembling such an incredible collection on such a tiny budget required a few other tricks.

Work of Art

Many in the art world call the Vogels’ method cheating. That’s because the couple never dealt with galleries and art dealers. Instead, Herb and Dorothy negotiated with hungry artists directly, arriving at studios with cash in hand. Artist Jeanne-Claude, who passed away in 2009, remembered receiving a phone call from Herb back in 1971, when the creators of “The Gates” were still broke. “It’s the Vogels!” Jeanne-Claude cried to her dispirited husband and partner in art, Christo. “We’re going to pay the rent!” But the Vogels didn’t just take their cash to big-name artists; they were equally passionate about unknown talents, often helping them to develop. David Reed, now a famous conceptual artist, said the couple encouraged him to make more drawings, which later became a central part of his practice. “The Vogels made you aware of what you were doing as an artist,” he said. “They had artist sensibilities.” When they spotted something beyond their means, they’d find a way to make the purchase: They’d buy on credit; they’d forgo a vacation; they’d even throw in cat-sitting to sweeten a deal. And the artists loved them for it. As Chuck Close told Newsday, “You knew when you were selling them something it was becoming part of an important collection.”

It wasn’t long before the artwork overtook their home. By all accounts, the 450-square-foot apartment on East 86th Street was more of a storage facility than a place to live. The Vogels’ collection gradually replaced all their furniture save the kitchen table, some chairs, a bureau, and the bed, which concealed dozens of drawings by Richard Tuttle and Lynda Benglis. Visitors cracked their heads on clay Steve Keister sculptures hung from the ceiling and discovered typographic texts by Lawrence Weiner on the bathroom wall. And while they stashed the pieces wherever they could, Dorothy has repeatedly tried to squelch one persistent rumor: The Vogels never stored art in their oven.


Herbanddorothy.com/Fine Line Media Inc.

It wasn’t just the masterpieces that were crammed into the space; the Vogels shared their storehouse with 20 turtles, eight cats and an aquarium filled with exotic fish. To protect the artwork from kitten claws and rogue turtles, the couple boxed and wrapped the pieces not hung on the walls, further diminishing the available living space. “Art is Herby’s only interest, except for animals,” Dorothy once said. (Fittingly, they named their cats after artists, like Matisse, Renoir, and Manet.) When National Gallery curator Jack Cowart first saw their apartment, he was stunned. “It upset all of my alarm systems as a curator,” he said. “I began to think: What if there’s a fire? What if one of the mega-gallon fish tanks that Herb keeps his fish in springs a leak?”

By the mid-1970s, the Vogels were famous—at least in New York City. The Clocktower Gallery, run by Alanna Heiss, the founder of P.S. 1 Contemporary Art Center, staged the first exhibition of the Vogels’ collection in April 1975. The opening coincided with a profile in New York magazine called “A New Art-World Legend: Good-by, Bob & Ethel; Hullo, Dorothy and Herb!” The title referred to Bob and Ethel Scull, a vulgar taxi magnate and his Vogue model wife. After a messy divorce, their entire collection of Pop Art and Abstract Expressionist was auctioned off for an eye-popping $10 million. The Vogels, by contrast, never sold a thing. “We could easily have become millionaires,” Herb told the Associated Press. “We could have sold things and lived in Nice and still had some left over. But we weren’t concerned about that aspect.”

Pozzi offered an alternate explanation. “To ask them to sell a piece of their collection would be like asking me to cut off a square yard of one of my paintings,” he said. “They were artists, and the collection was their work of art.”

Herb retired from the post office in 1979 and, naturally, used his pension to continue buying art. But the increasing size of the collection threatened to overwhelm the Vogels, like hoarders crushed to death by towering stacks of The New York Times. In the 1980s, they were forced to admit that their apartment could no longer contain their beloved art. They began meeting with curators and evaluating their options. They knew they wanted to donate their collection instead of selling it, and they liked the National Gallery, which is free to the public and maintains a policy against deaccessioning objects, meaning the collection would never be sold. In 1990, the year Dorothy retired, the Vogels followed through on their promise: Art handlers from the National Gallery transferred an astonishing 2,400 works from the Vogels’ tiny apartment, in a move that required five 40-foot trucks. In fact, unloading the works from the trucks and into the gallery tied up the museum’s freight elevators for weeks!

Realizing that the Vogels hadn’t invested for their future, Jack Cowart, the museum’s curator of 20th-century art at the time, paid the Vogels a small annuity in exchange for their generous donation. But instead of saving the money for medical expenses or splurging on a better retirement, the Vogels couldn’t help themselves: They immediately started collecting more art. The annuity helped the couple purchase another 1,500 or so items. As Dorothy put it: “If we wanted to make money, we would have invested it in the stock market.” This led the grateful if overburdened institution to create the Fifty Works for Fifty States program, in which 50 museums across America will receive 50 pieces from the Vogels’ collection.

In 2008, Herb and Dorothy, a documentary about the couple directed by Megumi Sasaki, was released to rave reviews. Sasaki, a former field producer for Japanese public television, had met the Vogels years before while filming a series about Christo and Jeanne-Claude. “I couldn’t believe it was a true story, that such people exist,” she recalled.

It wasn’t until 2009, when Herb’s health began to fail, that the Vogels ceased collecting. “It was something we did together, and when Herb was too ill to enjoy it, we stopped,” Dorothy said with typical matter-of-factness. Herb died in July 2012, at the age of 89. Dorothy's job now, she says, is to make sure people don’t forget the collection she and her husband built, which is considered not just the most impressive art collection to have been housed in a tiny apartment, but one of the most important art collections of the 20th century. “I have no regrets,” Dorothy said. “I’ve had a wonderful life. And I believe Herb and I were made to be together.”

This article originally appeared in mental_floss magazine.

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John Ueland
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How a Single Mom Created a Plastic Food-Storage Empire
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John Ueland

On an unseasonably warm day in April 1954, hundreds of women in cowboy hats gathered outside Tupperware’s Florida headquarters to dig for buried treasure. There, in a nearby swampy area dubbed the “Forest of Spades,” 600 shovels stood at the ready. The excitement was palpable. At the appointed signal, the women raced for the roped-off soil, grabbed shovels, and began to hunt frantically for loot.

It was the pinnacle of the inaugural Tupperware Jubilee, a five-day, gold-rush-themed affair celebrating all things Tupperware. No expense was spared: To give the event a Western feel, frontier-style buildings with false fronts had been erected and bulls and horses were trucked in. The women, and a smattering of men, had traveled from all across the country to participate. A collection of Tupperware dealers, distributors, and sales managers, they made the pilgrimage for the motivational speeches, sales instruction, and especially for the bizarre bonding rituals.

For five hours that day, they prospected for mink stoles and freezer units, gold watches and diamond rings. One of them, Fay Maccalupo of Buffalo, New York, dug up a toy car. When she saw the real Ford it represented, she planted her face against the hood and began to weep, repeating, “I love everybody.” Four women fainted and had to be revived with smelling salts. It was understandable, considering that the total cash value of all the prizes buried in the Florida dirt was $75,000.

Presiding over the treasure hunt was the general sales manager of the Tupperware Home Parties division, a 40-year-old woman named Brownie Wise. For hours, she cheered on the ladies from a loudspeaker with an air of royalty. As she watched them hop on shovels and unearth the rewards of their labors, she couldn’t help but feel proud. Wise took satisfaction in seeing her hard work pay off—once again. The jubilee, which she had organized, had all the pizzazz and spirit expected of an official Tupperware event. The media agreed: Network news was there to cover it, and Life magazine ran a photo essay highlighting the excitement and glamour.

Clearly, there’s more to Tupperware than leftovers. The story of the ubiquitous plastic container is a story of innovation and reinvention: how a new kind of plastic, made from an industrial waste material, ended up a symbol of female empowerment. The product ushered women into the workforce, encouraging them to make their own money, better their families, and win accolades and prizes without fear of being branded that 1950s anathema, “the career woman.”

Digging in the dirt for a gold watch may not mesh with today’s concept of a successful working woman, but at the time, the near-religious fervor seen at the jubilees and other Tupperware gatherings demonstrated just how ground-breaking the company’s sales plan was—the product became a multimillion dollar success not by exploiting women, but by embracing and boosting them. All of this was because of Brownie Wise. The story of Tupperware is her story.

Brownie Wise, named for her big, brown eyes, was born in rural Georgia. Her parents divorced when she was young, and as a teen she traveled with her mother, who organized union rallies. While touring the Deep South, Brownie started giving speeches at her mother’s rallies and soon proved to be a gifted and motivating orator. She “awed people,” writes Bob Kealing in his biography Tupperware Unsealed. “[They] were surprised that someone so young could deliver a speech like a pastor.”

Wise was married briefly, but by 27, she was a divorced single mom in suburban Detroit. During World War II, she worked as a secretary at Bendix Aviation, a company that made parts for navy torpedo planes. It was a decent but unfulfilling job. On the side, Wise penned an advice column for the Detroit News, writing under the alter ego “Hibiscus.” A housewife who led an idyllic life with her child and husband in a home called “Lovehaven,” Hibiscus had everything Wise did not. But what Wise did possess was an endless fountain of determination. As she wrote in a journal at that time, “I wanted to be a successful human being.”

It all started with a bad door-to-door salesman. When a Stanley Home Products salesman knocked on her door and proceeded to deliver a terrible sales pitch for cleaning supplies, Wise scoffed that she could do better. At the time, Stanley was experimenting with a peculiar sales model: home parties. A New Hampshire mop salesman had watched his numbers fly through the roof after he invited a bunch of women over for a party that included a mop demonstration. The company encouraged other salesmen to try the strategy, but many of them delegated the party-hosting to their wives. Thinking it’d be a fun job on the side, Wise started selling Stanley products at parties too. Before long, she was making enough money to quit her job at Bendix.

Wise was blessed with the gift of gab, and her special blend of folksy real talk and motherly encouragement helped her rise through Stanley’s ranks. Soon she was in management and hoping to ascend even higher. But those illusions were quashed at a meeting with Stanley head Frank Beveridge, who told Wise she’d never become an executive. Its halls were “no place for a woman,” he said. Wise returned home furious. The rejection lit a fire in her—she vowed that someday, somehow, she would prove Beveridge wrong.

She didn’t know that the key to fulfilling this dream would be in plastic food-storage containers. Wise first glimpsed Tupperware at a sales meeting. One of her coworkers had seen the products gathering dust in a department store and decided to bring them in. At first, Wise didn’t think they were anything special. But when she accidentally knocked a Tupperware bowl off the table, she realized its full potential: Instead of breaking, it bounced.

It seemed like magic. Tupperware was unlike any home product she’d seen before. It was attractive, coming in pastel colors and flexible shapes, almost like art. More importantly, it was functional—no other competing product even came close. Convinced of its potential, Wise traded in her Stanley brooms in 1949 and started throwing parties to sell Tupperware. What she didn’t intend, exactly, was to kindle a revolution.

AP

The most amazing thing about Tupperware wasn’t that it extended the life of leftovers and a family’s budget, although it did both remarkably well. It was, above all, a career maker. When women came to one of Wise’s parties, they were more than just convinced to buy the product— Wise was such a charming host that she persuaded many buyers to also become Tupperware salespeople. The more parties Wise hosted, the more tricks she learned to convert women into Tupperware faithful. Putting people on waiting lists, for instance, made them more eager to buy, so she signed them up regardless of whether the product was available. She also discovered that throwing containers full of liquid across the room made customers reach straight for their checkbooks. Amassing more and more saleswomen, Wise encouraged her followers to do the same. By October 1949, she had 19 recruits, enough to move her supplies out of her house and into a larger warehouse. Driven by the idea of making money simply by throwing parties for friends and neighbors, the women in Wise’s workforce ballooned in number. Soon, other Tupperware parties were taking place across the country. Wise’s team in Detroit was selling more Tupperware than most department stores. This soon attracted the attention of the no-nonsense founder of the Tupperware Corporation, Earl Silas Tupper.

Tupperware, true to its name, was Tupper’s masterpiece, and he was counting on it to make his dreams come true. Having grown up in a poor Massachusetts farm family, he had vowed to make a million dollars by the time he was 30. He hadn’t. He did have a host of esoteric inventions—among them, a fish-powered boat and no-drip ice cream cone—under his belt. But with a wife and family to support, he’d concentrated on a practical career in plastics, first at DuPont and then at a company of his own, which made parts for Jeeps and gas masks during World War II. When the war ended, Tupper decided to buy cheap surpluses left over from wartime manufacturing. He figured he’d be able to do something with them.

That’s how he ended up with a glob of greasy black polyethylene, a smelly waste product left behind when metal is created from ore. Tupper took it and, after months of trial and error, wrangled the slag into submission, creating a light-weight plastic that refused to break. Tupper dubbed it “Poly-T,” and, taking inspiration from the way paint cans sealed, created a flexible container with a noiseless lid that snapped on. He called the box Tupperware. He patented the seal in 1949 and rolled out 14 products he called the “Millionaire Line.” The only problem? He couldn’t get anyone to buy it.

At least not until Wise came along. Her sales record was remarkable—in 1949, she’d rung up $150,000 in orders and was offered a promotion: distribution rights to the entire state of Florida. In the spring of 1950, she moved south with her son, Jerry, and her mother. She found a store space, and by May she’d opened her business and was scouting for new salespeople.

Still, not everything was going smoothly. Along with disputes over turf with other distributors, she was constantly contending with botched orders, shipping delays, and product shortages. In March of 1951, Wise had had enough. She called Tupper in a fury. It was the first time they’d spoken, but she was too livid for niceties; she ripped into him immediately. This was hurting not just her bottom line, but also his. Did he not understand how crucial it was that the problems be fixed immediately? Tupper assured her that he’d fix any issues and then asked a favor: He wanted to hear her sales secrets.

The next month, the two met at a conference on Long Island and Wise explained her selling technique. It was pointless, she explained, to think that people would see Tupperware on store shelves or in catalogs and want to buy it. Instead, people had to touch it, squeeze it, drop it, seal it. They had to experience Tupperware from a trusted friend or neighbor. She gave a bold prescription for saving Tupper’s business: Ditch department stores altogether and focus entirely on throwing home parties.

Tupper took the advice to heart. So much, in fact, that the day after their meeting, he created a new division just for home parties and asked Wise to be the general manager. Wise had reached her goal: She had become an executive. It was a perfect fit, too. She had a stellar track record—she was selling more Tupperware than anyone anywhere—and Tupper was bowled over by her charm. “You talk a lot and everybody listens,” he said.

“She was the yin to Tupper’s yang,” Kealing writes. “Where he was fussy and reclusive, Wise lived to mingle with and inspire the dealer workforce.” They were a match made in sales heaven. Or so it seemed.

AP

In 1952, the first full year of Wise’s watch, Tupperware sales rocketed. Wholesale orders exceeded $2 million. During the last half of the year, sales tripled. Tupperware parties did exactly what Wise promised they would, and she became the company’s shining star. That year, Tupper gave her a salary of $20,933.33, more than she had ever made. For her birthday in 1953, he presented her with a gold-dyed palomino horse. Even more remarkably, he gave her the freedom to do practically whatever she wanted. So Wise traveled the country recruiting, presiding over sales conferences, and announcing contests and doling out prizes for incentive—including, sometimes, her own clothes.

By the looks of it, most of Wise’s Tupperware recruits fit neatly into the stereotypical role of a proper housewife. But, in reality, they surreptitiously represented a new kind of female empowerment. During World War II, many women had no choice but to enter the workforce. At its end, many of them had no choice but to leave it. Suddenly, selling Tupperware at parties allowed women to straddle both worlds. They were employed, yet they didn’t appear to challenge their husbands' authority or the status quo. This pioneering entrepreneurial model allowed them to inhabit a workforce outside of the one the hustling salesman inhabited, and, in many cases, to do even better than he did. And that power relied specifically on a network of female friends and neighbors.

The parties weren’t just a way for women to keep occupied—it was a way they could contribute to their family’s bottom line. Most women who worked outside the home had low-paying jobs in fields like light manufacturing, retail, clerical work, and health and education. The money—committed dealers could bring in $100 or more per week—was a revelation. The opportunity for success was so great that the husbands of some Tupperware ladies left their own jobs to work with their wives.

Wise was something of an early Oprah, giving away fantastic prizes, operating in a grass-roots, word-of-mouth fashion and showing rather than telling other women how to succeed in the comfort of their own homes. The fact that she made many women understand the benefits of becoming salespeople, building the brand further, simply made her a fantastic executive.

Wise embraced the spirit of female entrepreneurship wholeheartedly. In her prime, she wrote a morale-boosting newsletter called Tupperware Sparks, published a primer called Tupperware Know-How, and had a 52-minute film, A Tupperware Home Party, made as a training tool. She even convinced Tupper to move the company headquarters to Florida. When Tupper bought property in Kissimmee, Wise turned it into a Mecca-like pilgrimage site for Tupperware devotees.

Part of the power of Wise’s sales technique, which at times seemed more faith than business, was that it gave the impression that the sky was the limit, and it relied on collective power. This wasn’t just the traditional salesperson’s dog-eat-dog world: Instead, the group was a “family” that helped one another climb to the top. Women who had previously only had their names in print upon birth or marriage were being recognized for their success, with their names, photographs, and accomplishments appearing in Wise’s newsletters. Along with making their own money, they received rewards—top distributors got cars—and the chance to collaborate with other women in a friendly but competitive environment. Wise increased the fervor with her annual jubilees, which had their own rituals, like candlelit graduation ceremonies and group sing-alongs featuring choruses of “I’ve got that Tupper feeling deep in my heart.”

“No woman got praised for scrubbing floors,” Elsie Mortland, who became Tupperware’s Home Kitchen Demonstrator, told Kealing in an interview in 2005. “But when they got praised for selling Tupperware, they had something to be proud of.”

Wise was the head of the household, and the Tupperware ladies all wanted to be a part of her extended family. Success was limited only by how hard a person was willing to work, a belief that Wise preached passionately. Unfortunately, she had been duped into thinking her boss shared that opinion.

Alamy

As Wise became the face of Tupperware, sales and press continued to skyrocket. In 1954, she was the first woman to appear on the cover of Business Week. But as glowing as the magazine’s profile was, it contained warning signs about the future of her partnership with Tupper. The piece credited Wise and her sales technique with Tupperware’s estimated $25 million in retail sales and seemed to downplay Tupper’s role as president of the company he had created.

Tupper had never craved the spotlight; in fact, he was known to use the back door of his office to avoid attracting attention. But he was keen to ensure that his product, not an employee, received the lion’s share of any attention. And somewhere along the way, Wise had started to upstage the plastic containers she helped make famous. After the Business Week article, Tupper wrote a note to Wise that contained a glimmer of the storm that was to come: “However, good executive as you are, I still like best the pictures ... with TUPPERWARE!”

The good press continued but, in 1955, after several powerful distributors left the company, sales began to lag. Hard times strained Wise and Tupper’s relationship. By 1956, angry letters were flying back and forth between them, and at one point, Tupper stopped taking Wise’s calls. Her complaints and frank criticisms, previously helpful, had become jabs he couldn’t endure. He also started to believe that she was costing him money, irked that she had her own side business selling self-help books at company events. More to the point, he started to suspect that if he tried selling the company—which he was planning to do—having a female executive would get in the way.

Finally, in 1958, Tupper flew to Florida and fired Wise. After a heated legal battle, she received only $30,000 as a settlement. She didn’t own her house and was ordered to vacate. She had no stocks in the company; she didn’t even own many of the clothes she wore. The man she’d helped make a millionaire didn’t seem to care: Tupper ordered her name expunged from the company history and buried the 600 remaining copies of her book in an unmarked pit behind Tupperware’s Florida headquarters. Later that year, he sold the company to Rexall Drug for $16 million, divorced his wife, and bought an island in Central America. He died in Costa Rica in 1983. Wise, on the other hand, tried starting new companies but never achieved the same success she had with Tupperware. She led a quiet life with her horses, pottery, and her son until she died at her home in Kissimmee in 1992.

Her influence, however, has not waned. Today, according to the PBS American Experience documentary Tupperware!, the product is sold in about 100 countries, while “every 2.5 seconds, a Tupperware party is held somewhere in the world.” In this respect, the Golden Age of Tupperware hasn’t ended so much as it has solidified. When was the last time you stored food in a plastic container with a sealing mechanism? Tupperware is so much a part of our food culture that we don’t even think about its continuing influence, and yet we still rely on it daily.

This story is one of reinvention too: a useless plastic reimagined into something needed, of food being stored in wholly new ways, of women emerging from their kitchens to showcase their worth and proclaim their identities, of sales techniques evolving to embrace the customer, and of the singular character of Brownie Wise, who changed what it meant to be a woman in the workforce. Because of that, as Houston Post writer Napoleon Hill wrote in 1956, “It has been estimated that Brownie Wise has helped more women to financial success than any other single living person.”

Early in Wise’s tenure at the company, Tupper presented her with a piece of the raw polyethylene he’d used to make Tupperware. She saw it as poetic proof of his vision: He had created something beautiful from this unappealing glob of plastic, using nothing but imagination and persistence. It was “the best sales story I have ever heard in all my life,” she wrote. She considered “Poly,” as Tupper called it, a prized possession and would have her women touch it for good luck, telling them, “Just get your fingers on it, wish for what you want. Know it’s going to come true, and then get out and work like everything ... and it will!”

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The Confederacy's Plan to Conquer Latin America
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Hulton Archive/Illustrated London News/Getty Images

In the years leading up to the Civil War, many Northerners and Southerners alike wanted the federal government to take a more aggressive approach toward acquiring new territory. In fact, some private citizens, known as filibusters, took matters into their own hands. They raised small armies illegally; ventured into Mexico, Cuba, and South America; and attempted to seize control of the lands. One particularly successful filibuster, William Walker, actually made himself president of Nicaragua and ruled from 1856 to 1857.

For the most part, these filibusters were just men in search of adventure. Others, however, were Southern imperialists who wanted to conquer new territories in the tropics. Abolitionist factions in the North greatly opposed their efforts, and the debate over Southern expansion only increased tensions in a divided nation. As the country drifted into war, U.S. Vice President John Breckinridge of Kentucky warned that "the Southern states cannot afford to be shut off from all possibility of expansion towards the tropics by the hostile action of the federal government."

But Abraham Lincoln's election in November 1860 put an end to the argument. The anti-slavery president refused to compromise on the issue, and war broke out in April 1861.

CONFEDERATE COLONIES, SOUTH OF THE BORDER

Winning the war was clearly a higher priority for the Confederacy than conquering Latin America, but growth was certainly on the post-war agenda. The Confederate constitution included the right to expand, and Confederacy president Jefferson Davis filled his cabinet with men who thought similarly. He even hinted that the slave trade could be revived in "new acquisitions to be made south of the Rio Grande."

During the Civil War, Confederate agents attempted to destabilize Mexico so that its territories would be easy to snatch up after the war. One rebel emissary to Mexico City, John T. Pickett, secretly fomented rebellion in several Mexican provinces with an eye to "the permanent possession of that beautiful country." Pickett's mission ended in failure in 1861, but fate dealt the South a better hand in 1863. French Emperor Napoleon III seized Mexico, and the move provided the South with a perfect excuse to "liberate" the country after the Civil War.

Of course, Mexico was just part of the pie that the South hoped to inherit. Confederate leaders also had their eyes squarely on Brazil—a country of 3 million square miles and more than 8 million people. Prior to the outbreak of the war, Matthew Maury, one of the forces behind the U.S. Naval Academy, dispatched two Navy officers to the Amazon basin, ostensibly to map the river for shipping. Instead, they were secretly plotting domination and collecting data about separatist movements in the region. When the South lost the war, Maury refused to abandon his plans. He helped up to 20,000 ex-rebels flee to Brazil, where they established the Confederate colonies of New Texas and Americana. To this day, hundreds of descendants of the Confederados still gather outside Americana to celebrate their shared heritage of rocking chairs and sweet potato pie. In a strange way, a part of the Old South still survives—thousands of miles below the U.S. border.

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