Drag Racer - - Over Center - Text by Su­san Wade Photos cour­tesy of Auto Imagery, Ron Lewis, Bob McClurg and Steve Reyes

Peo­ple & Car­ing, Pas­sion & Cu­rios­ity, Per­se­ver­ance & Com­pet­i­tive­ness



Some of the sig­nage in the early days of the JEGS cor­po­ra­tion was blue and white, others sil­ver, which weighed on Jeg Cough­lin Sr.’s mind. He knew a con­sis­tent color scheme would fa­cil­i­tate brand recog­ni­tion. But with ev­ery shade on the color wheel flash­ing through his brain like some ad­ver­tis­ing aurora bo­re­alis, he wasn’t sure which scheme to choose.

Which one is the most leg­i­ble at 250 miles an hour? Yel­low and black, the study showed. Nat­u­rally, he wanted the most prom­i­nent com­bi­na­tion, so he adopted a yel­low-and-black mo­tif for his brand that still stands out more than 40 years later.

Troy Cough­lin wasn’t the least bit amazed his fa­ther turned to the Univer­sity for In­spi­ra­tion. “He’s a smart guy. He just is. That’s just my dad. He’s a prob­lem-solver, en­tre­pre­neur, you-name-it. He’s got a lot of hats,” his sec­ond oldest of four sons said.

The ’70s proved to be a hot­bed of in­no­va­tion. That was when Cough­lin Sr. vaulted JEGS light years ahead of most busi­nesses and into the au­to­mated age. “We were one of the first two [busi­nesses] in Ohio who had a com­puter. I think that’s the rea­son JEGS has grown the way it has. I bought an

IBM Sys­tem/3 com­puter back in the ’70s, might have been ear­lier, and I think that was an­other rea­son why we grew fast, be­cause we had an op­por­tu­nity to keep track of pay­rolls, sales, buying, and payables and re­ceiv­ables. We could do it so much faster than any­body else be­cause of this IBM Sys­tem/3. Lazarus [depart­ment store, where his fa­ther was vice pres­i­dent] didn’t have a com­puter when we did. My dad said, ‘This is not go­ing to work.’ I said, ‘It has to work. I’ve seen it work.’ ”

He had, in­deed. Once he be­came cu­ri­ous about this tech­nol­ogy, he took IBM up on its of­fer to at­tend a two-day sem­i­nar in New York. There he learned that the com­puter “should be a du­pli­cate of my brain,” and he struck a bar­gain with IBM. He hired a pro­gram­mer who fash­ioned a JEGS-spe­cific sys­tem in ex­change for the use of some of IBM’s equip­ment. “That took about six months. They made it and shipped it to us. We just plugged it in and it worked right off the bat fairly well.”

I wanted some­thing for my grand­chil­dren to drive. I wanted them to have an elec­tric motor car that’s easy to main­tain and tune. We’ve done that with what we have go­ing now.//

—Jeg Cough­lin Sr.

He also trav­eled to Chicago to look at Mo­torola’s pack­ing sys­tem when JEGS built its cur­rent mail-or­der fa­cil­ity.

JEGS was the first dra­grac­ing team to em­ploy a full-time chef and equip him with a state-of-the-art mo­bile kitchen. Ian Rough came from the Culi­nary In­sti­tute of Amer­ica, then Nicky Morse fol­lowed be­fore be­com­ing a celebrity TV culi­nary per­son­al­ity.

Cough­lin Sr.’s lat­est suc­cess­ful project has been a re­li­able elec­tric motor com­bi­na­tion for Jr. Drag­sters. For a base­line, he turned to en­gi­neers at Tesla Motors, the elec­tric­car pi­o­neers.

“I wanted some­thing for my grand­chil­dren to drive,” Cough­lin said. “I wanted them to have an elec­tric motor car that’s easy to main­tain and tune. We’ve done that with what we have go­ing now.” It’s a turnkey con­ver­sion kit that project man­ager Dave

Ruark said has ex­tended shelf life, “This motor can move from class to class with a few sim­ple ad­just­ments of volt­age and amps. There is no need to get a dif­fer­ent motor for each class, and that alone is go­ing to save peo­ple a lot of money in the long run. Plus, we’ve taken away the cost of fuel. To re­fuel, you just have to plug it in be­tween rounds.”

“I wasn’t look­ing for fastest,” Cough­lin said. “We needed a con­sis­tent and re­li­able com­bi­na­tion, but it also needed to be eco­nom­i­cal. Racing at any level can be very ex­pen­sive. Main­tain­ing parts and pieces can be a big fi­nan­cial

bur­den. We wanted to try to al­le­vi­ate some of that worry and cost.”

This cu­rios­ity, fol­lowthrough and col­lab­o­ra­tion with ex­perts are what has built and main­tained JEGS through­out nearly six decades. That’s why the com­pany will con­tinue to grow with the in­volve­ment of the third gen­er­a­tion of Cough­lins. Su­per Street racer Meghan and Top Fuel rookie T.J. are Troy Cough­lin’s chil­dren. John Cough­lin’s son, Cody, is a ris­ing NASCAR star as a Joe Gibbs Racing devel­op­ment driver. He will be com­pet­ing with THORSPORT Racing in 2017 in the NASCAR Camp­ing World Se­ries. The Gen3 Cough­lins—the “grand­fam­ily,” as Sr. calls them—are will­ing and even ea­ger stu­dents of their grand­fa­ther, par­ents and uncle.

“I think when you’re 78, you re­al­ize the kids heard you say more things than you thought they did,” Cough­lin Sr. said. “For that rea­son I prob­a­bly would say the lead­er­ship of the fam­ily is phe­nom­e­nal and nec­es­sary. All 11 of the grand­kids are in­ter­est­ing in a dif­fer­ent way. They fo­cus well. They can take a project and keep dis­sect­ing it and work­ing on it. I think that’s ab­so­lutely phe­nom­e­nal. I’m im­pressed.” With Meghan’s nearly-1-yearold son, the fourth gen­er­a­tion is on the horizon.

Troy Cough­lin Jr. said he talks to his “Pappy” once or twice a week about a va­ri­ety of sub­jects. “He’s a big teacher. For busi­ness, it’s amaz­ing what he taught me. It’s all com­mon sense. He says com­mon sense and prob­lem-solv­ing is what busi­ness is—and peo­ple. You live to your word and you de­liver. You have to put the cus­tomer’s shoe on your foot and go about busi­ness that way. It’s all about peo­ple; how we treat our as­so­ciates is how they treat our cus­tomers. So it’s re­ally im­por­tant to be re­spect­ful, po­lite and un­der­stand­ing. Our peo­ple make this pos­si­ble. That’s some­thing that Pappy told me, and that re­ally geared my mind to­ward the peo­ple side of things. And to use com­mon sense, that’s his great­est weapon.”

“We’ve al­ways had the the­ory that if you have what the cus­tomer wants, when they want it, at the price they want to pay, and fol­low that up with ser­vice, you can’t fail. That’s been kind of our motto for 53 years, since the day I started,” Cough­lin Sr. said.

Fore­most, though, he said, “It has al­ways been a ‘we’ sit­u­a­tion. I think if you were to ask, ‘What’s the most for­tu­nate thing you’ve done in busi­ness?’ it’s that I chose the right peo­ple. I didn’t al­ways try to hire some­body to fit a job. I tried to hire some­body who was bet­ter than I am at that job ...”

Troy said, “We agree with Dad’s phi­los­o­phy, and we try not to screw it up.” He has that same in­quis­i­tive­ness, “You have to think, ‘What makes the in­dus­try rock?’ That’s the ques­tion; you have to go find out what the an­swers are ...”

His brother John said the cor­po­rate cul­ture “is that of pas­sion, re­ally. The ma­jor­ity of the peo­ple who work here at JEGS are very pas­sion­ate about what the com­pany does. They’re en­thu­si­asts ... They’re into cars or they’re into mo­tor­cy­cles. They’re pas­sion­ate about the busi­ness, which makes it a lot more fun for them and for us ... We’re not ‘cor­po­rate’ at all … It makes for a lot of en­joy­able days.

“I think the key to suc­cess is peo­ple and be­ing com­pet­i­tive in price and ser­vic­ing the cus­tomer ... And the way to profit is you buy as good as you can buy, and you watch your ex­penses. It is more com­pet­i­tive now than it has ever been, but busi­ness is still grow­ing and prof­its are still do­ing well. Our big­gest thing is cus­tomer ser­vice ... If the cus­tomer’s got some­thing they just don’t want, or they want to send it back, or they want to trade it, 99.9 per­cent of the time we’re go­ing to take care of them, be­cause that’s just who we are.”

Who they are is re­flected in a num­ber of ways, in­clud­ing the lit­eral up­ward spi­ral of suc­cess. Mike said that at the main fa­cil­ity in Delaware, Ohio, “where the as­so­ciates come in, there’s a stair­way, a steel struc­ture. It’s a spi­ral. A lot of the tro­phies are lined up as you go up the stairs. They’re right by your feet. You’re look­ing up at ’em

//Today, the JEGS oper­a­tion has spread to a 250,000-square­foot ware­house in Delaware, Ohio; two mail-or­der lo­ca­tions; a re­tail store and the Team JEGS race shop.//

when you walk in. It’s pretty neat. It’s kind of a re­minder of how blessed we’ve been. We’ve been blessed, and we’ve worked hard to get to where we are today. It’s a good re­minder for us to see them. Hope­fully, it’s an in­cen­tive for the as­so­ciates, as well.”

It’s clear JEGS has no prob­lem with em­ployee loy­alty. Years ago, Cough­lin Sr. es­tab­lished a 20-, 30and even 40-year pro­gram to re­ward long­time em­ploy­ees.

“If a per­son worked for us for 20 years, we gave them what­ever they wanted, just come up with some­thing you’d like to have. Then we started a 30-year club.

Then we started a 40-year club. Today we have as many as nine or 10 peo­ple in the 40-year club, and the com­pany’s only 53 years old. It’s won­der­ful,”

Cough­lin Sr. said.

John lights up when he talks about the unique ben­e­fit: “At Christ­mas­time, we’ll get hold of their spouses and say, ‘What would you guys like to do?’ or ‘What would you like to have as a gift from us?’ It might be a trip to Dis­ney in Europe or a trip to San Fran­cisco. It might be a washer and dryer or a Rolex. It might be a color TV or a bi­cy­cle. But we like to give gifts and honor the folks with what they want to make it that much more per­sonal and ex­cit­ing.” He said they try to stay within what they think is a rea­son­able bud­get, “but if it goes a lit­tle over or a lit­tle un­der what we have in mind, that’s OK ... We’ll put it to­gether and have a big ol’ cel­e­bra­tion at Christ­mas­time.”

Cough­lin Sr., gen­uinely de­lighted to grant any wish from a $500 price tag to as much as $5,000 for th­ese stead­fast work­ers, said, “One of the guys wanted to take a trip to Alaska and do some sal­mon fishing. We said fine and fig­ured out what it was go­ing to cost, and we did that. Some peo­ple re­ally en­joyed things for their homes. Some

peo­ple liked things for their kids, maybe their kids were go­ing to go to col­lege at that point and they thought maybe a do­na­tion to that would be great ...”

The past cou­ple of years, JEGS has closed the com­pany for two or three hours so ev­ery­body from all three ’round-the-clock shifts can at­tend the hol­i­day cel­e­bra­tion to­gether. “That was a huge hit,” John said, “so we’re go­ing to do that again ...”

The Cough­lins’ at­ti­tude is that no­body loses when they give some­thing away to their long­time em­ploy­ees.


The name “Jeg” is dis­tinc­tive. The racing Cough­lin fam­ily from Cen­tral Ohio just might boast the only in­di­vid­u­als in the world with that name.

So how did it come about? How did the fam­ily ar­rive at that name?

Pa­tri­arch Jeg Cough­lin Sr., whose given name is not Jeg, ex­plained how he got his unique name.

“My dad’s name was Ed Cough­lin. My mom was Genevieve. So it was Ed and Genny,” he said. “My name is Ed­ward James, and they called me Jimmy.

“My mother was Ir­ish, and when I was born, I had red hair. She said, ‘I don’t want him to be called Red. So that’s where they got Jeg from: ‘J’ for James, ‘E’ for Ed, and ‘G’ for Genevieve. That’s how they named me Jeg ... They wanted some­thing dif­fer­ent so peo­ple would not call me Red.”

His fourth son “def­i­nitely is a Jeg,” he said. “Ac­tu­ally, my son is Jeg An­thony. And his son, Jeg­gie III, is Jeg An­thony. Jeg is the first, and his son would be Ju­nior. But it got so con­fus­ing that we de­cided that I would be a Se­nior and Jeg would be Ju­nior and Jeg­gie would be the Third. That just cleaned ev­ery­thing up ...”


Cough­lin Sr.’s story of grow­ing up in Colum­bus, Ohio, isn’t a rags-to-riches one. His fa­ther was a vice pres­i­dent of one of Amer­ica’s most prom­i­nent depart­ment stores. “Dad was the first vice pres­i­dent of Lazarus, with­out the name Lazarus,” he said. “He was proud, and we were proud of him, that’s for sure.” How­ever, Cough­lin Sr.’s rise to the top of the com­pet­i­tive mail-or­der speed-equip­ment in­dus­try is a jour­ney from pas­sion­ate to pros­per­ous.

“I was re­ally ex­cited about racing when I was about 16,” he said. “I started racing, and peo­ple started com­ing to me and say­ing, ‘Hey, I’d like for my car to run like yours.’ I started to work on other peo­ple’s cars at my dad and mom’s house. Fi­nally, they said, ‘Oh, this just isn’t go­ing to work. You’re go­ing to have to do some­thing.’ So I ended up rent­ing an­other build­ing.

“I had pa­per routes and I worked,” Cough­lin said. “I had saved $5,000, and I thought, ‘Well, I’ll take $3,500 and try this, and if it doesn’t work, I’ll still have $1,500 left.’ So I started with $3,500. You go to a bank and tell them you want to bor­row $10,000 to start a speed shop in 1958. I learned what ‘swivel neck’

//we’ve all kind of taken on a role in the day-to-day stuff. Years ago, I worked in our ser­vice cen­ter, our fabrication shop and our en­gine-build­ing shop we had and did a lit­tle bit with the race teams: main­tain­ing rigs, main­tain­ing cars.//—Mike Cough­lin

meant.” He set­tled into his first build­ing and spe­cial­ized in en­gine con­ver­sions.

“I put Chevy en­gines in MGs, Cadil­lacs and Fords— with help. I had two guys who worked for me, both named Bill. That went on un­til about 1961-62. Then I bought a build­ing big enough to put a re­tail store in. So then I had the ser­vice depart­ment and the re­tail store,” he said. “Later on, maybe 10-12 years later, I started a com­pany called Buck­eye Sales. Buck­eye Sales was a whole­sale divi­sion of JEGS where I could sell to other speed shops. In about 1985, we de­cided to start the mailorder busi­ness, which was JEGS Mail Or­der. About 10 years later, we went to a com­bi­na­tion of mail-or­der and In­ter­net busi­ness.”

Today, the JEGS oper­a­tion has spread to a 250,000square-foot ware­house in Delaware, Ohio; two mailorder lo­ca­tions; a re­tail store and the Team JEGS race shop.

More­over, sec­ond-oldest son Troy Cough­lin said, “We’ve got some of­fice build­ings, strip cen­ters, a trailer park, just ‘stuff.’” Man­ag­ing it has been one of Troy’s du­ties. “My dad used to take some of the prof­its from the com­pany and if he found a good deal on an of­fice build­ing or a strip cen­ter or some­thing, he’d go out and get it and say, ‘Here, add this to the port­fo­lio of the stuff we got. And here’s the rent rule to the project: Don’t ever let it get empty.’ We’ve had suc­cess with that.”

Per­haps the next new ad­ven­ture for JEGS will be a de­par­ture from the au­to­mo­tive in­dus­try. Maybe not, but that’s a topic

Cough­lin Sr. ban­ters about with grand­son Jeg­gie III.

Said his grand­fa­ther, “Jeg­gie III—I re­ally en­joy him be­cause he en­joys golf and I en­joy golf, and that’s to­tally dif­fer­ent from our com­pany. We’ll sit and talk about dif­fer­ent busi­nesses that we could be in. For ex­am­ple, be­cause we have a mailorder depart­ment, maybe we can sell other things than that.”

Whether JEGS de­cides to di­ver­sify or stay with its cur­rent mis­sion, its founder said he ex­pects to con­tinue grow­ing be­cause the racing urge per­pet­u­ates it­self.

“As I see the com­pany mov­ing for­ward, I see growth. We’ve had growth ev­ery year that we’ve ever been in busi­ness ...” Cough­lin Sr. said. “And I think the thing I re­ally like the most, which the kids have all done, is they’ve given such valu­able ser­vice to the cus­tomer. We feel like the cus­tomer’s al­ways right. We also feel like if you or­der some­thing from us today, as of 11 o’clock at night, that part will be picked up by FEDEX at our com­pany, and if you’re in Zone 1—the clos­est zone to us— you’ll have it to­mor­row ...”

Be­sides, he said, “As long as there’s two peo­ple in the world, you’re go­ing to have racing ... At this time, cars ob­vi­ously, are the fa­vorite ve­hi­cles. As long as there’s two peo­ple in the world, they’re go­ing to be racing some­thing.”


“We gave [the com­pany] to the kids back in 1986, the four of them,” Cough­lin Sr. said. “What I de­cided then was that I would work for them. Since that time I’ve sel­dom, prob­a­bly never, had a meet­ing with the man­age­ment team of the com­pany with­out one of the four—or two of the four or three of the four or all four—but I’m still pres­i­dent and CEO of the com­pany. The boys are vice pres­i­dents, and that’s the way they wanted it back then, and they haven’t changed it since.”

Just as the four broth­ers grav­i­tated to dif­fer­ent classes in the racing world, each chose his niche in the com­pany busi­ness.

“They ac­tu­ally all four go in dif­fer­ent direc­tions with the com­pany,” Cough­lin Sr. said. “John works a lot in sales and buying. Troy works a lot in sim­i­lar ar­eas, and he’s han­dled a lot of our real es­tate over the

years. Mike runs the racing team and still works in the com­pany with the other three. And Jeg han­dles ev­ery­thing that is non­sales, which is what my dad had at Lazarus. I’d say all four of them work to­gether on all kinds of dif­fer­ent projects. They get along re­ally well, and they talk with each other. It’s work­ing. I can see it.”

Al­though Cough­lin Sr. lives for most of the year in South Florida, he main­tains con­sid­er­able in­flu­ence in Ohio. “I still work 15-20 hours a week, talk­ing to the fam­ily or the grand­fam­ily or the com­pany about dif­fer­ent things that would be in­ter­est­ing to con­sider. I don’t go to as many races as I used to, but I do dis­cuss the dif­fer­ent racing with all of the kids and grand­kids as to what they’re do­ing and how they’re go­ing about it.”

Mike Cough­lin said, “Noth­ing’s per­fect, but it works, and we do get along good. We work at it. That’s what it takes ... Our whole fam­ily were adamant when we were grow­ing up that if you have is­sues with each other, try and get it worked out as quickly as pos­si­ble and move on ... That’s what we’ve tried to do over the years. It works pretty well, and that’s prob­a­bly a trib­ute to my dad.”

Mike also said that in the past 10 years or so, “we’ve all kind of taken on a role in the day-to-day stuff. Years ago, I worked in our ser­vice cen­ter, our fabrication shop and our en­gine-build­ing shop we had and did a lit­tle bit with the race teams: main­tain­ing rigs, main­tain­ing cars. I do have hands on in the ad­min­is­tra­tive stuff, but they prob­a­bly do more than I do. I prob­a­bly do a lit­tle more on the race-team side. We have so many pro­grams. I pretty much take care of the NHRA sportsman stuff. We have sev­eral cars in that. Troy takes care of his Pro Mod team. John takes care of his son’s [Cody’s] team [in NASCAR com­pe­ti­tion]. We have a lit­tle bit of ev­ery­thing.”

El­dest sib­ling John said, “I’d say my pas­sion is buying and ad­ver­tis­ing. I prob­a­bly work the most day to day on that kind of stuff. But I’ll sit in on dif­fer­ent meet­ings through­out the day. All the broth­ers do, as well. But if I had to nar­row it down, I prob­a­bly would pick pur­chas­ing and mar­ket­ing. T.J. works with the web team. Cody helps on and off in the pur­chas­ing depart­ment. He races quite a bit, too.

He’s in and out of here, but he works in the pur­chas­ing.”

Ac­counts payable, ac­counts re­ceiv­able, book­keep­ing and real-es­tate prop­erty man­age­ment have kept Troy busy. “I’m just one of the broth­ers,” he said, down­play­ing his roles.

The cor­po­ra­tion es­tab­lished the JEGS Foun­da­tion in 2004, and youngest son Jeg Jr. has im­mersed him­self in ad­min­is­ter­ing it aside from his daily chores. This has been no small un­der­tak­ing, once the fam­ily planned, he said, “to nar­row the ma­jor­ity of our phil­an­thropic ef­forts to­ward a cause, to raise funds from cor­po­rate and race earn­ings, and to use the racing in­dus­try as a plat­form from which to pro­mote screen­ing, self-ex­ams, and early de­tec­tion in the fight against can­cer.” They de­cided that “our fam­ily would ab­sorb all the ad­min­is­tra­tive costs, and any dol­lar we put to or re­ceived would 100-per­cent go to can­cer re­search.

“We elected to part­ner with The Ohio State Univer­sity’s James Can­cer Hospi­tal in both gen­eral and pe­di­atric can­cer ad­vance­ments,” he said.

With its mul­ti­col­ored rib­bon em­pha­siz­ing the

var­i­ous forms of the dis­ease, the foun­da­tion seeks to en­cour­age every­one that “early de­tec­tion cure rates are much, much greater than if gone un­de­tected for longer pe­ri­ods of time,” Jeg Jr. said. “So rou­tine phys­i­cals and check-ups are very im­por­tant.”

For Jeg Jr., the op­por­tu­ni­ties to spread the word are vast:, the per­for­mance af­ter­mar­ket in­dus­try, and the racing in­dus­try. “All can pro­vide in­for­ma­tion to cus­tomers and fans on how to find in­for­ma­tion about can­cer as a pa­tient, care­giver or a friend,” he said.

“The monies he has had to over­see have ex­ceeded his ex­pec­ta­tions,” Jeg Jr. said.

“We started the JEGS Foun­da­tion with the thought of fund­ing pri­mar­ily com­ing from our fam­ily through cor­po­rate and race earn­ings. I be­lieve we took for granted the in­ter­est that could come from our in­dus­try and racing ef­forts. Shortly af­ter start­ing the foun­da­tion, we had sev­eral rac­ers and race teams that wanted to get in­volved and have had sev­eral con­trib­ute time and monies,” he said. “Most no­tably, Don Schu­macher and many of his DSR part­ners like Whit Bazemore, Lee Beard, and MATCO Tools. Rac­ers from the com­mu­nity, like Roger Stull, where the Young Life Or­ga­ni­za­tion ben­e­fited, the late Roger Gustin and the Su­per Chevy or­ga­ni­za­tion, the Ohio chap­ter of SCCA, the Hi­rata fam­ily, NHRA and Na­tional Trail Race­way, The Ul­ti­mate 64 race and lo­cal racer Mike ‘Mr. Aruba’ DeChicco, to name a few. I must stress, though, that 100% of our cus­tomers and JEGS as­so­ciates over the past 57-plus years have con­trib­uted by buying from or work­ing at JEGS.”

How­ever, his in­volve­ment doesn’t al­ways re­volve around money.

“We have had a lot of fun vis­it­ing pa­tients over the years,” Jeg Jr. said. “We have done events at The James

//We have ac­com­plished all of our goals thus far and hope to have life­times of ser­vice in the years to come! There has not been a race that has gone by since Gainesville 2004 that I haven’t had at least one fan tell me about their ex­pe­ri­ence as a can­cer sur­vivor or care­giver … very cool!//—Jeg Cough­lin Jr.

Can­cer Hospi­tal, Na­tion­wide Chil­dren’s Hospi­tal and Rain­bow Ba­bies & Chil­dren’s in Cleve­land. When the NHRA event was near Colum­bus, we al­ways had pa­tients and staff from both The James and Na­tion­wide

Chil­dren’s. We have also done a cou­ple of ride­a­longs us­ing our Chevy II bracket car that have not only been a ton of fun, but drawn a lot of emo­tion and sup­port from rac­ers and fans at­tend­ing those events.

“We have ac­com­plished all of our goals thus far and hope to have life­times of ser­vice in the years to come!” he said. For now he knows the foun­da­tion is making an im­pact: “There has not been a race that has gone by since Gainesville 2004 that I haven't had at least one fan tell me about their ex­pe­ri­ence as a can­cer sur­vivor or care­giver … very cool!”

/ The Cough­lin fam­ily, through their JEGS Foun­da­tion, is very ac­tive in char­i­ta­ble projects, in­clud­ing the Ohio State Univer­sity Com­pre­hen­sive Can­cer Cen­ter.

/ The Cough­lin clan shares a meal.

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