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RUSTLER YACHTS LIMITED

• Age: 24 Year(s)
• Directors: 3
• Company No: 03938066
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RUSTLER YACHTS LIMITED Credit Report

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Private limited with Share Capital

Active - Accounts Filed

28 February 2000

30120 Building of pleasure and sporting boats - Building of pleasure and sporting boats

Available to 04 Sep 2023. Next accounts due by 30 Sep 2024

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Rustler Yachts Limited Maritime buildings Falmouth road, Falmouth, TR10 8AD

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RUSTLER YACHTS LIMITED is an active Private Limited Company, registered at Companies House under the number 03938066. RUSTLER YACHTS LIMITED was incorporated on 28 February 2000 with a registered office address based in Falmouth. RUSTLER YACHTS LIMITED has been operating for 24 year(s) and 4 month(s). According to the latest confirmation statement submitted on 6 March 2024, there is currently 4 active director(s) and activities related to the SIC Code 30120 - Building of pleasure and sporting boats.

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Name Change

Status change.

Active since incorporation

Confirmation File Now

Last submitted on 6 March 2024 (4 months ago)

Next confirmation dated 6 March 2025

Due by 20 March 2025 (9 months remaining)

No change of name occurred since incorporation

Accounts File Now

Last accounts submitted for period 31 December 2022 (18 months ago)

Accounts type was Total Exemption Full

Next accounts dated 31 December 2023

Due by 30 September 2024

Company No.

Private Limited Company with Share Capital

Incorporation

Incorporated 24 year(s) and 4 month(s) ago

Classification Change

30120 - Building of pleasure and sporting boats

33150 - Repair and maintenance of ships and boats

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Registered address.

Maritime Buildings Falmouth Road Falmouth TR10 8AD

Country of Origin

United Kingdom

Update Active Officers (4)

Nicholas john offord appointed on: 29 /08 /2003 - british, adrian jones appointed on: 29 /08 /2006 - sales & marketing british, mr nicholas john offord appointed on: 29 /03 /2000 - merchanical engineer british, total liabilities.

£-794.20k (-47.67%) vs previous year

Cash in Bank

£+7.14k (+97.96%) vs previous year

Debt Ratio (%)

95.71 (+565.84%) vs previous year

Total Assets

£-549.49k (-53.84%) vs previous year

£-549.49k (-34.66%) vs previous year

+3 (+112.50%) vs previous year

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Rustler Yachts Limited

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RUSTLER YACHTS LIMITED

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Mortgages and Charges

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• Significant Control

Registered Names

RUSTLER YACHTS LIMITED are a long established Private Limited Company . They have been trading for 24 years. Their business is in the Building of pleasure and sporting boats sector, the SIC for which is 30120. Their registered office is located in the FALMOUTH ROAD area of FALMOUTH.

Their legal country of registration is United Kingdom. Private Limited Companys are required to file accounts on an annual basis and their last set of accounts was made up until 31/12/2020. RUSTLER YACHTS LIMITED are next due to file for year 2024 by the 30/09/2022

Their status at Companies House is Active which means they are likely to be trading. Their unique company number is 03938066. Their legal form is a Private Limited Company

Geolocation

Cash has reduced from 2018 by -72.01%, the ratio of cash to net worth is 79.27% which indicates a strong cash position.

Net worth has changed by £19,826 which is an increase of 21.43% from 2018

The quick ratio of current assets to current liabilities at 0.97 represents a Dependence on creditors, always consider the absolute level of cash at £89,069 when looking at this ratio

The number of employees has increased by 2 since 2018

Cash has increased from 2017 by 152.63%, the ratio of cash to net worth is 343.95% which indicates a strong cash position..

Net worth has changed by £675 which is a increase of 0.73% from 2018

The quick ratio of current assets to current liabilities at 0.91 represents a Dependence on creditors, always consider the absolute level of cash at £318,263 when looking at this ratio

The number of employees has remained unchanged by 0 since 2017

Cash has increased from 2016 by 5.04%, the ratio of cash to net worth is 137.15% which indicates a strong cash position..

Net worth has changed by £-107,341 which is a reduction of -53.89% from 2018

The quick ratio of current assets to current liabilities at 1.35 represents a Reasonable asset position, always consider the absolute level of cash at £125,980 when looking at this ratio

The number of employees has reduced by -4 since 2017

Directors and Secretaries

is the longest serving director having been a member of the board of RUSTLER YACHTS LIMITED for 0 years

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Description

Company number 03938066 overview of filed records at companies house for RUSTLER YACHTS LIMITED brought to you free by Reporting Accounts

Related Companies

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RUSTLER YACHTS LIMITED

Financials (beta).

VALUATION EVENTS (BETA)

COMPANY SECRETARY

DIRECTOR APPOINTMENTS IN OTHER COMPANIES

SHAREHOLDERS (BETA)

Shareholdings (beta), controlled companies / controlling entities.

• 50%-75%: Mr Nicholas John Offord - active
• 25-50%: Mrs Joan Elizabeth Harvey - active
• 25-50%: Mr Nicholas John Offord - ceased

Controlling entities above

No controlled companies, late payments report, court cases, competitors.

LIQUIDATION RISK (BETA)

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Professional BoatBuilder Magazine

A real showstopper.

By Paul Lazarus , Jun 28, 2011

The eye-catching R24 is Rustler Yachts’ interpretation of a David Boyd–designed Six-Meter.

 Like them or not, boat shows are a fact of life for professional boatbuilders. Deep as we may now be into the digital era, no virtual presentation on a computer screen can replace the visceral experience of walking the docks at an in-water show, or walking through an exhibit hall full of actual boats artfully displayed.

 I confess I’m in the not-like-’em camp. I prefer to visit boats in the shop or yard, or view them in their natural habitat—meaning, on a mooring or when under way.

But, attend boat shows we must, so one sunny Sunday last August I found myself at a packed, mostly in-water event. Produced by Maine Boats, Homes & Harbors magazine, the annual show’s venue encompasses much of the public and commercial waterfront near its Rockland offices. The fleet included boat builders and dealers from throughout the New England region.

As I walked the docks—looking left and right at boats tied-up lengthwise here and stern-to there—something stopped me in my tracks. That it did so in such a busy environment was remarkable, especially since the boat’s deck, on a falling tide, was lower than the dock surface. Additionally, she lay alongside the dock and I had to double back across a basin to the bulkhead wall to see the boat in profile.

What was this showstopper?

A Rustler 24, made in England.

Briefly stated: she’s a tiller-steered fiberglass daysailer with a tiny transom, full keel, long overhangs, short cockpit, teak deck (over a glass substrate), and an optional 10-hp/7.5-kW inboard diesel engine. The boat at the Rockland show belonged to a local owner; it was being exhibited by the Newport, Rhode Island, dealer who’d sold it. What made this 24-footer (7.4m) visually arresting, besides the evident quality of workmanship, was that she seemed to be from another time. Indeed, I learned the R24 is based on Six-Meter lines drawn by Scottish designer David Boyd in the 1960s. He also drew 12-Meter boats that competed for the United Kingdom in the America’ s Cup.

Boyd first made a name for himself as the designer of Circe , a Six-Meter that won the coveted Seawanhaka (New York) Cup in 1938 by defeating Goose , an Olin Stephens design. It’s worth noting that Stephens’s pioneering studies in modeling sailboat performance started with scale models of Six-Meters in the towing tank at Stevens Institute of Technology, in New Jersey. Stephens was a co-founder of Sparkman & Stephens, the design firm whose boats ultimately defeated those of Boyd et al. in Six- and 12-Meter competition. But the point here is that, with the R24, you’re sailing, in effect, a baby Six. (According to the builder, Rustler Yachts of Falmouth, in Cornwall, the R24 is Rustler’s “interpretation” of a Boyd hull design; Rustler designed the deck plan and rig.)

I can’t comment on the boat’s sailing qualities, but I understand design and construction well enough to know the R24 cannot possibly be a slug. Video footage of a R24 under sail shows her moving along smartly, even effortlessly; sales, too, reportedly have been brisk since the model was introduced in 2010. And no wonder: she’s got great appeal.

The hull is single-skin fiberglass, with encapsulated lead ballast, and a liner forming the cockpit. The rudder’s stainless steel stock hangs from the trailing edge of the keel. Deck gear is Harken, spars are Selden aluminum, and sails are Dacron, made by Hyde; all of the above are sourced through UK suppliers.

Rustler set up the R24’s modern cockpit for easy sail handling, and shaped the helmsman’s thwart for comfort. The engine box accommodates an optional inboard diesel.

I won’t list the numerous items that comprise the boat’s specifications and outfit. The R24 is nicely detailed in fit and finish, and in deck construction and layout—the elements I could see for myself in Rockland. Beyond that, Rustler seems to have anticipated everything a knowledgeable owner might require in the way of standard equipment and available options. Should a prospective buyer request the inboard diesel, it resides in an engine box in the cockpit. The alternatives would be a bracket-mounted outboard or no auxiliary power.

Until the 24, Rustler’s product line focused exclusively on cruisers. The company began operations in the early 1980s with a 36-footer (11m). In 2005 Rustler Yachts moved into a new production facility where, in addition to the 24, it builds cruisers ranging from 36′ to 58′ (17.7m). Those boats bear little resemblance to the R24; they’re what might be called conventional cruisers in the modern vein, not unlike, say, a Malo or Sabre. Positive market response to the 24 daysailer persuaded co-directors Adrian Jones and Nick Offord to offer something similar only larger: a weekender . Thus, Rustler will soon roll out a scratch-designed, performance 33 (10m) with traditionally styled topsides, a canoe underbody, fin keel, and minimal accommodations. This model is expected to tap into a trend developing in Europe and already established in the States, one successful example being the smaller end of Morris Yachts’ S&S-designed M-series.

The R24’s curved coaming is typical of the model’s quality woodworking.

Finally, Rustler prides itself on not outsourcing any of its production. “Everything’s done in house,” says Offord. The R24 that I saw at the MBH&H show certainly speaks well for the company’s conscientious approach to boatbuilding.

Rustler Yachts Ltd, Maritime Buildings, Falmouth Rd., Falmouth, Cornwall, UK TR10 8AD, tel. +44 (0) 1326 310 120, on the Web at RustlerYachts.com .

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J. V. Stalin

The Tasks of Business Executives

Speech delivered at the first all-union conference of leading personnel of socialist industry 1 february 4, 1931.

Source : Works, Vol. 13, 1930 - January 1934 Publisher : Foreign Languages Publishing House, Moscow, 1954 Transcription/HTML Markup : Salil Sen for MIA, 2008 Public Domain : Marxists Internet Archive (2008). You may freely copy, distribute, display and perform this work; as well as make derivative and commercial works. Please credit "Marxists Internet Archive" as your source.

Comrades, the deliberations of your conference are drawing to a close. You are now about to adopt resolutions. I have no doubt that they will be adopted unanimously. In these resolutions — I am somewhat familiar with them — you approve the control figures of industry for 1931 and pledge yourselves to fulfil them.

A Bolshevik's word is his bond. Bolsheviks are in the habit of fulfilling promises made by them. But what does the pledge to fulfil the control figures for 1931 mean? It means ensuring a total increase of industrial output by 45 per cent. And that is a very big task. More than that. Such a pledge means that you not only pledge yourselves to fulfil our five-year plan in four years — that matter has already been settled, and no more resolutions on it are needed — it means that you promise to fulfil it in three years in all the basic, decisive branches of industry.

It is good that the conference gives a promise to fulfil the plan for 1931, to fulfil the five-year plan in three years. But we have been taught by "bitter experience." We know that promises are not always kept. In the beginning of 1930, too, a promise was given to fulfil the plan for the year. At that time it was necessary to increase the output of our industries by 31 to 32 per cent. But that promise was not kept to the full. Actually, the increase in industrial output during 1930 amounted to 25 per cent. We must ask: Will not the same thing occur again this year? The managers and leading personnel of our industries now promise to increase industrial output in 1931 by 45 per cent. But what guarantee is there that this promise will be kept?

What is needed in order to fulfil the control figures, to achieve a 45 per cent increase in output, to secure the fulfilment of the five-year plan not in four, but, as regards the basic and decisive branches of industry, in three years?

Two fundamental conditions are needed for this.

Firstly, real or, as we term it, "objective" possibilities.

Secondly, the willingness and ability to direct our enterprises in such a way as to realise these possibilities.

Did we have the "objective" possibilities last year for completely fulfilling the plan? Yes, we had. Incontestable facts testify to this. These facts show that in March and April of last year industry achieved an increase of 31 per cent in output compared with the previous year. Why then, it will be asked, did we fail to fulfil the plan for the whole year? What prevented it? What was lacking? The ability to make use of the existing possibilities was lacking. The ability to manage the factories, mills and mines properly was lacking.

We had the first condition: the "objective" possibilities for fulfilling the plan. But we did not have in sufficient degree the second condition: the ability to manage production. And precisely because we lacked the ability to manage the factories, the plan was not fulfilled. Instead of a 31-32 per cent increase we had one of only 25 per cent.

Of course, a 25 per cent increase is a big thing. Not a single capitalist country increased its production in 1930, or is increasing production now. In all capitalist countries without exception a sharp decline in production is taking place. Under such circumstances a 25 per cent increase is a big step forward. But we could have achieved more. We had all the necessary "objective" conditions for this.

And so, what guarantee is there that what happened last year will not be repeated this year, that the plan will be fulfilled, that we shall use the existing possibilities in the way that they should be used, that your promise will not to some extent remain a promise on paper?

In the history of states and countries, in the history of armies, there have been cases when there was every possibility for success and victory, but these possibilities were wasted because the leaders failed to notice them, did not know how to take advantage of them, and the armies suffered defeat.

Have we all the possibilities that are needed to fulfil the control figures for 1931?

Yes, we have such possibilities.

What are these possibilities? What is needed in order that these possibilities should really exist?

First of all, adequate natural resources in the country: iron ore, coal, oil, grain, cotton. Have we these resources? Yes, we have. We have them in larger quantities than any other country. Take the Urals, for example, which provide a combination of resources not to be found in any other country. Ore, coal, oil, grain — what is there not in the Urals? We have everything in our country, except, perhaps, rubber. But within a year or two we shall have our own rubber as well As far as natural resources are concerned we are fully provided. We have even more than necessary. What else is needed?

A government desirous and capable of utilising these immense natural resources for the benefit of the people. Have we such a government? We have. True, our work in utilising natural resources does not always proceed without friction among our leading personnel. For instance, last year the Soviet Government had to conduct a certain amount of struggle over the question of creating a second coal and metallurgical base, without which we cannot develop further. But we have already overcome these obstacles and shall soon have this base.

What else is needed?

That this government should enjoy the support of the vast masses of workers and peasants. Does our government enjoy such support? Yes, it does. You will find no other government in the world that enjoys such support from the workers and peasants as does the Soviet government. There is no need for me to refer to the growth of socialist emulation, the spread of shock-brigade work, the campaign and struggle for counter-plans. All these facts, which vividly demonstrate the support that the vast masses give the Soviet Government, are well known.

What else is needed in order to fulfil and overfulfil the control figures for 1931?

A system that is free from the incurable diseases of capitalism and has great advantages over capitalism. Crises, unemployment, waste, destitution among the masses — such are the incurable diseases of capitalism. Our system does not suffer from these diseases because power is in our hands, in the hands of the working class; because we are conducting a planned economy, systematically accumulating resources and properly distributing them among the different branches of the national economy. We are free from the incurable diseases of capitalism. That is what distinguishes us from capitalism; that is what constitutes our decisive superiority over capitalism.

Notice the way in which the capitalists are trying to escape from the economic crisis. They are reducing the workers' wages as much as possible. They are reducing the prices of raw materials as much as possible. But they do not want to reduce the prices of food and industrial commodities for mass consumption to any important extent. This means that they want to escape from the crisis at the expense of the principal consumers, at the expense of the workers and peasants, at the expense of the working people. The capitalists are cutting the ground from under their own feet. And instead of overcoming the crisis they are aggravating it; new conditions are accumulating which lead to a new, even more severe crisis.

Our superiority lies in the fact that we have no crises of overproduction, we have not and never will have millions of unemployed, we have no anarchy in production, for we are conducting a planned economy. But that is not all. We are a land of the most concentrated industry. This means that we can build our industry on the basis of the best technique and thereby secure an unprecedented productivity of labour, an unprecedented rate of accumulation. Our weakness in the past was that this industry was based upon scattered and small peasant farming. That was so in the past; it is no longer so now. Soon, perhaps within a year, we shall become the country of the largest-scale agriculture in the world. This year, the state farms and collective farms — and these are forms of large-scale farming — have already supplied half of all our marketable grain. And that means that our system, the Soviet system, affords us opportunities of rapid progress of which not a single bourgeois country can dream.

What else is needed in order to advance with giant strides?

A party sufficiently solid and united to direct the efforts of all the best members of the working class to one point, and sufficiently experienced to be unafraid of difficulties and to pursue systematically a correct, revolutionary, Bolshevik policy. Have we such a party? Yes, we have. Is its policy correct? Yes, it is, for it is yielding important successes. This is now admitted not only by the friends but also by the enemies of the working class. See how all the well-known "honourable" gentlemen, Fish in America, Churchill in Britain, Poincare in France, fume and rave against our Party. Why do they fume and rave? Because the policy of our Party is correct, because it is yielding success after success.

There, comrades, you have all those objective possibilities which assist us in realising the control figures for 1931, which help us to fulfil the five-year plan in four years, and in the key industries even in three years.

Thus we have the first condition for fulfilment of the plan — the "objective" possibilities.

Have we the second condition, the ability to use these possibilities?

In other words, are our factories, mills and mines properly managed? Is everything in order in this respect?

Unfortunately, not everything is in order here. And, as Bolsheviks, we must say this plainly and frankly.

What does management of production mean? There are people among us who do not always have a Bolshevik approach to the question of the management of our factories. There are many people among us who think that management is synonymous with signing papers and orders. This is sad, but true. At times one cannot help recalling Shchedrin's Pompadours. Do you remember how Madame Pompadour taught the young Pompadour: "Don't bother your head with science, don't go into matters, let others do that, it is not your business — your business is to sign papers." It must be admitted to our shame that even among us Bolsheviks there are not a few who carry out management by signing papers. But as for going into matters, mastering technique, becoming master of the business — why, that is out of the question.

How is it that we Bolsheviks, who have made three revolutions, who emerged victorious from the bitter civil war, who have solved the tremendous task of building a modern industry, who have swung the peasantry on to the path of socialism — how is it that in the matter of the management of production we bow to a slip of paper?

The reason is that it is easier to sign papers than to manage production. And so, many economic executives are taking this line of least resistance. We, too, in the centre, are also to blame. About ten years ago a slogan was issued: "Since Communists do not yet properly understand the technique of production, since they have yet to learn the art of management, let the old technicians and engineers — the experts — carry on production, and you, Communists, do not interfere with the technique of the business; but, while not interfering, study technique, study the art of management tirelessly, in order later on, together with the experts who are loyal to us, to become true managers of production, true masters of the business." Such was the slogan. But what actually happened? The second part of this formula was cast aside, for it is harder to study than to sign papers; and the first part of the formula was vulgarised: non-interference was interpreted to mean refraining from studying the technique of production. The result has been nonsense, harmful and dangerous nonsense, which the sooner we discard the better.

Life itself has more than once warned us that all was not well in this field. The Shakhty affair 2 was the first grave warning. The Shakhty affair showed that the Party organisations and the trade unions lacked revolutionary vigilance. It showed that our economic executives were disgracefully backward in technical knowledge; that some of the old engineers and technicians, working without supervision, rather easily go over to wrecking activities, especially as they are constantly being besieged by "offers" from our enemies abroad.

The second warning was the "Industrial Party" trial 3 .

Of course, the underlying cause of wrecking activities is the class struggle. Of course, the class enemy furiously resists the socialist offensive. This alone, however, is not an adequate explanation for the luxuriant growth of wrecking activities.

How is it that wrecking activities assumed such wide dimensions? Who is to blame for this? We are to blame. Had we handled the business of managing production differently, had we started much earlier to learn the technique of the business, to master technique, had we more frequently and efficiently intervened in the management of production, the wreckers would not have succeeded in doing so much damage.

We must ourselves become experts, masters of the business; we must turn to technical science — such was the lesson life itself was teaching us. But neither the first warning nor even the second brought about the necessary change. It is time, high time that we turned towards technique. It is time to discard the old slogan, the obsolete slogan of non-interference in technique, and ourselves become specialists, experts, complete masters of our economic affairs.

It is frequently asked: Why have we not one-man management? We do not have it and we shall not get it until we have mastered technique. Until there are among us Bolsheviks a sufficient number of people thoroughly familiar with technique, economy and finance, we shall not have real one-man management. You can write as many resolutions as you please, take as many vows as you please, but, unless you master the technique, economy and finance of the mill, factory or mine, nothing will come of it, there will be no one-man management.

Hence, the task is for us to master technique ourselves, to become masters of the business ourselves. This is the sole guarantee that our plans will be carried out in full, and that one-man management will be established.

This, of course, is no easy matter; but it can certainly be accomplished. Science, technical experience, knowledge, are all things that can be acquired. We may not have them today, but tomorrow we shall. The main thing is to have the passionate Bolshevik desire to master technique, to master the science of production. Everything can be achieved, everything can be overcome, if there is a passionate desire for it.

It is sometimes asked whether it is not possible to slow down the tempo somewhat, to put a check on the movement. No, comrades, it is not possible! The tempo must not be reduced! On the contrary, we must increase it as much as is within our powers and possibilities. This is dictated to us by our obligations to the workers and peasants of the U.S.S.R. This is dictated to us by our obligations to the working class of the whole world.

To slacken the tempo would mean falling behind. And those who fall behind get beaten. But we do not want to be beaten. No, we refuse to be beaten! One feature of the history of old Russia was the continual beatings she suffered because of her backwardness. She was beaten by the Mongol khans. She was beaten by the Turkish beys. She was beaten by the Swedish feudal lords. She was beaten by the Polish and Lithuanian gentry. She was beaten by the British and French capitalists. She was beaten by the Japanese barons. All beat her — because of her backwardness, because of her military backwardness, cultural backwardness, political backwardness, industrial backwardness, agricultural backwardness. They beat her because it was profitable and could be done with impunity. You remember the words of the pre-revolutionary poet: "You are poor and abundant, mighty and impotent, Mother Russia." 4 Those gentlemen were quite familiar with the verses of the old poet. They beat her, saying: "You are abundant," so one can enrich oneself at your expense. They beat her, saying: "You are poor and impotent," so you can be beaten and plundered with impunity. Such is the law of the exploiters — to beat the backward and the weak. It is the jungle law of capitalism. You are backward, you are weak — therefore you are wrong; hence you can be beaten and enslaved. You are mighty — therefore you are right; hence we must be wary of you.

That is why we must no longer lag behind.

In the past we had no fatherland, nor could we have had one. But now that we have overthrown capitalism and power is in our hands, in the hands of the people, we have a fatherland, and we will uphold its independence. Do you want our socialist fatherland to be beaten and to lose its independence? If you do not want this, you must put an end to its backwardness in the shortest possible time and develop a genuine Bolshevik tempo in building up its socialist economy. There is no other way. That is why Lenin said on the eve of the October Revolution: "Either perish, or overtake and outstrip the advanced capitalist countries."

We are fifty or a hundred years behind the advanced countries. We must make good this distance in ten years. Either we do it, or we shall go under.

That is what our obligations to the workers and peasants of the U.S.S.R. dictate to us.

But we have yet other, more serious and more important, obligations. They are our obligations to the world proletariat. They coincide with our obligations to the workers and peasants of the U.S.S.R. But we place them higher. The working class of the U.S.S.R. is part of the world working class. We achieved victory not solely through the efforts of the working class of the U.S.S.R., but also thanks to the support of the working class of the world. Without this support we would have been torn to pieces long ago. It is said that our country is the shock brigade of the proletariat of all countries. That is well said. But is imposes very serious obligations upon us. Why does the international proletariat support us? How did we merit this support? By the fact that we were the first to hurl ourselves into the battle against capitalism, we were the first to establish working-class state power, we were the first to begin building socialism. By the fact that we were engaged on a cause which, if successful, will transform the whole world and free the entire working class. But what is needed for success? The elimination of our backwardness, the development of a high Bolshevik tempo of construction. We must march forward in such a way that the working class of the whole world, looking at us, may say: There you have my advanced detachment, my shock brigade, my working-class state power, my fatherland; they are engaged on their cause, our cause, and they are working well; let us support them against the capitalists and promote the cause of the world revolution. Must we not justify the hopes of the world's working class, must we not fulfil our obligations to them? Yes, we must if we do not want to utterly disgrace ourselves.

Such are our obligations, internal and international. As you see, they dictate to us a Bolshevik tempo of development.

I will not say that we have accomplished nothing in regard to management of production during these years. In fact, we have accomplished a good deal. We have doubled our industrial output compared with the pre-war level. We have created the largest-scale agricultural production in the world. But we could have accomplished still more if we had tried during this period really to master production, the technique of production, the financial and economic side of it.

In ten years at most we must make good the distance that separates us from the advanced capitalist countries. We have all the "objective" possibilities for this. The only thing lacking is the ability to make proper use of these possibilities. And that depends on us. Only on us! It is time we learned to make use of these possibilities. It is time to put an end to the rotten line of non-interference in production. It is time to adopt a new line, one corresponding to the present period — the line of interfering in everything. If you are a factory manager — interfere in all the affairs of the factory, look into everything, let nothing escape you, learn and learn again. Bolsheviks must master technique. It is time Bolsheviks themselves became experts. In the period of reconstruction, technique decides everything. And an economic executive who does not want to study technique, who does not want to master technique, is a joke and not an executive.

It is said that it is hard to master technique. That is not true! There are no fortresses that Bolsheviks cannot capture. We have solved a number of most difficult problems. We have overthrown capitalism. We have assumed power. We have built up a huge socialist industry. We have transferred the middle peasants on to the path of socialism. We have already accomplished what is most important from the point of view of construction. What remains to be done is not so much: to study technique, to master science. And when we have done that we shall develop a tempo of which we dare not even dream at present.

And we shall do it if we really want to.

Pravda, No. 35, February 5, 1931

Collected Works Index | Volume 13 Index Works by Decade | J. V. Stalin Archive

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OCEAN BLUE CONSULTING LIMITED

Company number SC275092

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• 74100 - Specialised design activities