- 4 - 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.Page: Previous 1 2 3 4 5 6 7 8 9 10 11 12 13 NextLast modified: March 27, 2008