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security cameras so that he could watch the bar from the
apartment and set up separate phone lines for the bar and
residence so that he could be reached at any time with questions
or problems. As the years passed, though, about the only problem
Maney really had was the occasional bounced check. That wasn’t
enough of a problem, however, to deter him from offering to cash
both payroll and personal checks for his regular customers.
Since many of them didn’t even have bank accounts, cashing their
checks inclined them to spend more money at the bar. (On this
point we found Maney particularly credible.) In any event, the
increased business offset the risks of check cashing. Out of
convenience more than anything else, Maney would keep any extra
change from the check (i.e., if the check was for $510.53, he’d
give the customer $510 and keep 53 cents) and set it aside along
with other change collected to help pay for an annual children’s
Christmas party.
Per his oral agreement with Monk, Maney paid for all
interior expenditures himself and deducted the cost of any
exterior repairs and maintenance from the $2,500 monthly rent
that he paid Monk.3 Maney’s sister originally kept the books for
Chuck’s Place, but Maney’s wife took over when his sister started
getting--as Maney put it--“sticky fingers with the revenue.” At
3 Maney referred to this cost allocation as the “swinging
door” agreement: if the door swung in, Maney was responsible; if
the door swung out, Monk was on the hook.
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Last modified: March 27, 2008