Cedd Moses operates some of the hippest bars in downtown L.A.

The gig: Founder and chief executive of the 213 Nightlife Group, which operates some of hippest cocktail lounges in downtown Los Angeles, including Seven Grand Whiskey Bar, the Golden Gopher and the Broadway Bar. The bars owned by Cedd Moses, 52, are typically converted from dilapidated empty buildings. They have contributed to the revitalization of the downtown area and helped promote an emerging craft cocktail culture in Los Angeles. "People thought I was crazy," Moses said. "I was making a good living at the time, but I left to go pour drinks on skid row."

Background: Moses was born in Bristol, Va., a town in the Blue Ridge Highlands of southwestern Virginia on the border with Tennessee. But he was raised in Venice during the burgeoning art scene of the 1960s, and most members of his family are artists. His father is the famous Abstract Expressionist painter Ed Moses, who taught him to be fearless in professional life. "I saw how successful my father was at doing something he loved," Moses said. "I wanted that in my career."

Investments: After graduating from UCLA with degrees in mechanical engineering and computer science, Moses worked as a money manager for Portfolio Advisory Services, a Los Angeles investment management company. Living in Venice in 1996, Moses and a friend from his high school grew tired of running to Hollywood to hit nightspots. "There were no decent bars on the Westside at that time," he said. "They were either complete dive bars or hotel bars that felt too snooty."

First step: Moses and his buddy decided to fix the problem themselves. With $25,000 each, they opened Liquid Kitty in West L.A. Moses refined the bar into what he liked: low-key lighting, robust underground music selection and martinis that nearly knock customers off their bar stools. "Even back then, I wanted a bar that's less trendy and more timeless," Moses said. It was an immediate hit.

The leap: The success of Liquid Kitty enabled Moses to open a lounge in Beverly Hills, a swanky martini spot called C-Bar. He was still working as a money manager but by then he had moved to Silver Lake and began to look eastward. "It felt like the Eastside was more of my home," Moses said. "I went downtown a lot and saw huge potential."

Major cities such as New York and Chicago have sprawling downtown neighborhoods flush with hip nightspots, but downtown Los Angeles was downtrodden and barren, he said. So in 1999, after the city approved the Adaptive Reuse Ordinance, Moses set up 213 Nightlife Group with the intention of establishing 10 bars in the downtown area. "I wanted to create downtown as more of destination spot," he said, "Somewhere people could bar hop and go from one place to another."

The payoff: Moses quit his day job and dedicated himself to running his latest venture, the Golden Gopher, a former biker bar with a liquor license that was first issued in 1905. His formula proved true once again. The Golden Gopher has muted lighting, exposed brick and glossy black tile, giving it a gritty dive-bar feel. But the drinks are made from top-shelf liquor, drawing a clientele that can afford them.

Today about 200 people work at the 10 bars and two restaurants that comprise 213 Nightlife Group, which Moses owns with Mark Verge and Eric Needleman.

Word to the wise: "A good bar has to feel like it's been there a while. It has to feel like it's part of the fabric of the neighborhood," Moses said. "If you're gearing toward making something cool, you're probably going to fail."

With Cole's French dip restaurant, Moses took a place that had been housed since 1908 in the basement of the Pacific Electric building, once the nerve center of the Pacific Electric railway network. It had fallen on hard times, but Moses restored the original glass lighting, penny-tile floors and 40-foot mahogany bar to get the place back on its feet. "Seeing a place get restored is a great feeling," he said. "That was part of my vision when we first started."

Spare time: When he's not inside a bar or boardroom, Moses can be found playing squash or at the horse racing track. He's also on the board of directors of the Los Angeles Conservancy and chairman of the American Arts Documentary Foundation, a nonprofit organization that documents contemporary art

Next leap: Moses is taking one of his best-known downtown spots, Seven Grand Whiskey Bar, and expanding the brand. The bar, with its hunting-lodge decor and first-rate whiskey selection, has already opened a location in San Diego. Another one is expected to open at Los Angeles International Airport sometime next year.

"You can't be afraid to take risks," Moses said. "In business in general, you must follow your passion. You'll have a better chance of being successful."

william.hennigan@latimes.com

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Retired Gen. H. Norman Schwarzkopf dies at 78

Gen. H. Norman Schwarzkopf, who presided over the swift and devastating 1991 military assault on Iraq that transformed the Middle East and reminded America what it was like to win a war, died Thursday of complications from pneumonia. He was 78.

The former four-star general, whose burly image towering in camouflage fatigues above his troops came to define both Operation Desert Storm and the nation's renewed sense of military pride, had been living in relatively quiet retirement in Tampa, Fla., eschewing the political battles that continued to broil over a part of the world he had left as a conqueror.

"We've lost an American original," the White House said in a statement. "Gen. Schwarzkopf stood tall for the country and Army he loved. Our prayers are with the Schwarzkopf family, who tonight can know that his legacy will endure in a nation that is more secure because of his patriotic service."

Former President George H.W. Bush, hospitalized himself with an illness in Texas, called Schwarzkopf "a true American patriot and one of the great military leaders of his generation."

Schwarzkopf, often called "Stormin' Norman" for his legendary temper, was best known for commanding a 765,000-strong force of allied international troops that drove former Iraqi President Saddam Hussein's forces out of Kuwait six months after they'd overrun the tiny Gulf oil sheikdom, terrorized its citizens and taken over its oil fields.

It was an operation fraught with peril: Iraq had the fourth-largest Army in the world; it was equipped with a large arsenal of Soviet-supplied weaponry; it had dispatched its elite Republican Guard forces into key defensive positions; and the Iraqi president warned he had fortified the borders with moats of oil that could be set afire and turned into deathtraps for any U.S. forces that dared to venture across.

But Schwarzkopf, with an eerie degree of prescience, had rehearsed a battle with Iraq only days before the country's August 1990 invasion of Kuwait and began putting it into place, convincing the leadership in Washington that the war could be won with a combination of forceful American air power and an overwhelming array of troops on the ground.

In the end, after weeks of pounding by American bombers and missiles, the ground war was over in just 100 hours, with U.S. battle casualties limited to 147 dead and 467 wounded.

On the decision of then-President Bush and Army Gen. Colin L. Powell, chairman of the Joint Chiefs of Staff, Schwarzkopf agreed to end the war short of demolishing the Republican Guard and taking down Saddam Hussein — a decision that would dog him for the rest of his life, especially as the U.S. went to war once again against Iraq in 2003.

To the end, Schwarzkopf insisted he had accepted the decision as the right one, even if he had not embraced it with enthusiasm — continuing to inflict carnage on retreating Iraqi forces for another day would have done little to upset the balance of power in the region and might have risked more American casualties, he said.

Likewise, he rejected criticism that the halt in combat had pulled the rug from underneath nascent rebellions by Iraqi Shiites in the south and Kurds in the north, leaving them vulnerable and exposed to slaughter once U.S. forces went home.

The Kurds had been battling the Iraqi regime for years, and would continue to do so, he said. "Yes, we are disappointed that that has happened. But it does not affect the accomplishment of our mission one way or another," he said at a news conference after the war.

The 6-foot, 3-inch general came home to a hero's welcome, appearing at a ticker-tape parade up Broadway, the Pegasus Parade at the Kentucky Derby in Louisville and an unusual joint session of Congress, where he received a standing ovation. Britain's Queen Elizabeth II awarded him a knighthood.

"In the defeat of Saddam's forces, he vanquished the scars on the American psyche over Vietnam," said Frank Wuco, a former senior naval intelligence officer who helped draft battle plans during Desert Storm. "He showed the Americans, primarily the American military, what victory felt like again."

In a 1992 autobiography written with Peter Petre, Schwarzkopf downplayed the notion of personal valor and resurrected something he'd said earlier to journalist Barbara Walters: "It doesn't take a hero to order men into battle. It takes a hero to be one of those men who goes into battle."

Schwarzkopf was born Aug. 22, 1934, in Trenton, N.J. By graduating from the West Point military academy in 1956, he followed in the footsteps of his father, a general who served in both world wars and went on to found the New Jersey State Police, which investigated the kidnapping of the infant son of famed aviator Charles Lindbergh.

Schwarzkopf went on to earn a master's degree in engineering from USC and taught missile engineering at West Point before volunteering in 1966 to serve in Vietnam — a conflict he called a "cesspool," in which he said military commanders were more interested in promoting their careers than in winning the war.

But Schwarzkopf went on to earn kudos from his own troops, at one point landing by helicopter in a minefield to rescue men trapped there. He was wounded twice and won three Silver Stars for bravery.

He commanded ground troops in the invasion of Grenada in 1983 and in 1988 took over U.S. Central Command, overseeing a staff of 700 at MacDill Air Force Base near Tampa. There, he quickly discarded the old playbooks that said the Soviet Union was the biggest threat to American interests in the Middle East. He turned his sights instead on Iraq.

Headquartered in the Saudi capital of Riyadh during the buildup to Desert Storm, Schwarzkopf had a double-barreled shotgun in the corner, and in his spare living quarters, a Bible and an edition of World War II German Field Marshal Erwin Rommel's "Infantry Attack."

He often said he wished for more patience but sometimes bristled at the notion he had a bad temper.

"An awful lot has been written about my temper. But I would defy anyone to go back over the years and tell me anyone whose career I've ruined, anyone whom I've driven out of the service, anyone I've fired from a job," he said. "I don't do that. I get angry at a principle, not a person."

He is survived by his wife, Brenda; two daughters, Cynthia and Jessica; a son, Christian; a grandson; and sisters Ruth Barenbaum and Sally Schwarzkopf.

kim.murphy@latimes.com

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Katie Holmes' Broadway play 'Dead Accounts' closes

NEW YORK (AP) — Katie Holmes' return to Broadway will be much shorter than she would have liked.

The former Mrs. Cruise's play "Dead Accounts" will close within a week of the new year. Producers said Thursday that Theresa Rebeck's drama will close on Jan. 6 after 27 previews and 44 performances.

The show, which opened to poor reviews on Nov. 29, stars Norbert Leo Butz as Holmes' onstage brother who returns to his Midwest home with a secret. Rebeck created the first season of NBC's "Smash" and several well-received plays including "Seminar" and "Mauritius."

Holmes, who became a star in the teen soap opera "Dawson's Creek," made her Broadway debut in the 2008 production of "All My Sons." She was married to Tom Cruise from 2006 until this year.

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Online: http://www.deadaccountsonbroadway.com

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Surgery Returns to NYU Langone Medical Center

Chang W. Lee/The New York Times

Senator Charles E. Schumer spoke at a news conference Thursday about the reopening of NYU Langone Medical Center.

NYU Langone Medical Center opened its doors to surgical patients on Thursday, almost two months after Hurricane Sandy overflowed the banks of the East River and forced the evacuation of hundreds of patients.

While the medical center had been treating many outpatients, it had farmed out surgery to other hospitals, which created scheduling problems that forced many patients to have their operations on nights and weekends, when staffing is traditionally low. Some patients and doctors had to postpone not just elective but also necessary operations for lack of space at other hospitals.

The medical center’s Tisch Hospital, its major hospital for inpatient services, between 30th and 34th Streets on First Avenue, had been closed since the hurricane knocked out power and forced the evacuation of more than 300 patients, some on sleds brought down darkened flights of stairs.

“I think it’s a little bit of a miracle on 34th Street that this happened so quickly,” Senator Charles E. Schumer of New York said Thursday.

Mr. Schumer credited the medical center’s leadership and esprit de corps, and also a tour of the damaged hospital on Nov. 9 by the administrator of the Federal Emergency Management Agency, W. Craig Fugate, whom he and others escorted through watery basement hallways.

“Every time I talk to Fugate there are a lot of questions, but one is, ‘How are you doing at NYU?’ ” the senator said.

The reopening of Tisch to surgery patients and associated services, like intensive care, some types of radiology and recovery room anesthesia, was part of a phased restoration that will continue. Besides providing an essential service, surgery is among the more lucrative of hospital services.

The hospital’s emergency department is expected to delay its reopening for about 11 months, in part to accommodate an expansion in capacity to 65,000 patient visits a year, from 43,000, said Dr. Andrew W. Brotman, its senior vice president and vice dean for clinical affairs and strategy.

In the meantime, NYU Langone is setting up an urgent care center with 31 bays and an observation unit, which will be able to treat some emergency patients. It will initially not accept ambulances, but might be able to later, Dr. Brotman said. Nearby Bellevue Hospital Center, which was also evacuated, opened its emergency department to noncritical injuries on Monday.

Labor and delivery, the cancer floor, epilepsy treatment and pediatrics and neurology beyond surgery are expected to open in mid-January, Langone officials said. While some radiology equipment, which was in the basement, has been restored, other equipment — including a Gamma Knife, a device using radiation to treat brain tumors — is not back.

The flooded basement is still being worked on, and electrical gear has temporarily been moved upstairs. Mr. Schumer, a Democrat, said that a $60 billion bill to pay for hurricane losses and recovery in New York and New Jersey was nearing a vote, and that he was optimistic it would pass in the Senate with bipartisan support. But the measure’s fate in the Republican-controlled House is far less certain.

The bill includes $1.2 billion for damage and lost revenue at NYU Langone, including some money from the National Institutes of Health to restore research projects. It would also cover Long Beach Medical Center in Nassau County, Bellevue, Coney Island Hospital and the Veterans Affairs hospital in Manhattan.

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China becoming mighty oak of world's paper industry

JIN JILING, China — In silent, temperature-controlled labs in a desolate part of Hainan, China's most tropical province, rows of women in medical masks and lab coats clone trees that grow freakishly fast.

The trees have official names, such as APP-22 or DH32-29, but Wending Huang, Asia Pulp & Paper Co.'s chief forester in China, calls them his "Yao Mings" after the towering Chinese basketball star. The tiny green tissue samples, methodically implanted in petri jars, will become hardwood eucalyptus trees that need only four to six years to reach full height, up to 90 feet or more.

The test-tube forests have helped undo the long-standing natural advantage of papermaking states such as Wisconsin, where hardwood trees are plentiful but can take up to 10 times as long to reach harvesting height.

What's more, boosted by billions in government subsidies, China has been building massive new mills with automated machines that can produce a mile of glossy publishing-grade paper a minute.

Over the course of the last decade, China tripled its paper production and in 2009 overtook the United States as the world's biggest papermaker. It can now match the annual output of Wisconsin, America's top papermaking state, in the span of three weeks.

China also created the world's biggest and most efficient paper recycling scheme. It now buys about 27 million tons of scrap paper and used cardboard from around the world each year, then de-inks and re-pulps it for about two-thirds of its own paper and cardboard production.

But that is still not enough — for China's needs or its ambition.

China imports the vast majority of virgin timber and processed pulp from around the world — 14.5 million tons last year from places like Russia, Indonesia and Vietnam. That has earned the ire of environmental groups, which say China's insatiable appetite for wood pulp is destroying the world's forests. It has drawn the fire of politicians who accuse China of unfairly subsidizing its mills and dumping paper on the U.S. market, putting domestic operations out of business and an entire industry at risk.

With 20 modern mega-mills spread across China, Indonesia-based Asia Pulp & Paper is at the center of the accusations.

It is an unusual place to find a guy from Wisconsin.

Jeff Lindsay, 52, is a 20-year veteran of that state's paper industry who was recruited by Asia Pulp & Paper in 2011 to run its growing portfolio of patents.

He holds a doctorate in chemical engineering, was on the faculty of the now-defunct Institute of Paper Chemistry in Appleton, Wis., and later joined Kimberly-Clark Corp., which gave the world Kleenex. He holds 130 patents and co-authored a 2009 book, "Conquering Innovation Fatigue," which took aim at barriers to U.S. innovation.

He noted that paper was invented in China (AD 105) and remains a potent national symbol. It is taught in Chinese classrooms as one of the four "great inventions," along with the compass (200 BC), gunpowder (AD 850) and printing presses with movable type (1313).

"These inventions came from China," Lindsay said. "When people go pointing their finger at the Chinese paper industry or saying we shouldn't be buying paper from China — paper came from China."

The West, he says, is in denial about the competitive edge offered by Chinese science, engineering and ingenuity. "You have to innovate to survive in this world," he said.

A heavy infusion of government money helped fund innovation. The Washington-based Economic Policy Institute estimates that the Chinese government doled out at least $33 billion in subsidies to its paper industry from 2002 to 2009 — the period that coincides with its stunning growth.

Schmid writes for the Milwaukee Journal Sentinel. Emily Yount contributed to this report.

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Regulators ask Edison questions about San Onofre restart plan

Federal regulators have sent Southern California Edison a new set of detailed questions that will help them evaluate the feasibility of a partial restart of the shuttered San Onofre nuclear plant.

The plant, which once supplied enough power for about 1.4 million homes, has been out of service for close to a year because of unusual wear on steam generator tubes that carry radioactive water.

Edison has requested permission to restart one of two reactor units at the plant and run it at 70% capacity for five months. The company provided analysis to show that the lower power level would alleviate the conditions that caused the tubes to vibrate excessively and knock against support structures and adjacent tubes.

In questions submitted Wednesday, the U.S. Nuclear Regulatory Commission asked Edison to provide additional analysis showing what the extent of the tube-to-tube wear would be and whether the plant would meet standards for tube integrity if the unit were operated at 100% of its licensed power.

Activists opposed to the plant's restart expressed hope that if Edison can't show that the plant could operate safely at 100% power, it might be required to apply for a license amendment and go through a courtroom-like hearing to operate at reduced power — something they have been pushing for.

NRC spokesman Victor Dricks declined to comment on that issue.

Edison spokeswoman Jennifer Manfre said the company would be answering all of the NRC's questions as part of a thorough review process. She declined to comment on how Edison's response might affect that process, but said the company is "confident that Unit 2 at San Onofre can be operated safely and within industry norms."

Dricks said he did not anticipate that the latest round of NRC questions would extend the timetable for reviewing the restart plan. The NRC has said tentatively that it could reach a decision on the restart proposal in March.

The questions submitted Wednesday addressed some other issues discussed at a public meeting between Edison representatives and NRC staff earlier this month. NRC senior materials engineer Emmett Murphy questioned whether tubes that have been plugged to take them out of service — either because of wear or as a precaution — could eventually pose problems.

Some of the tubes, Murphy pointed out, "are adjacent to a retainer bar that vibrates, and this vibration was the cause of wear in some tubes." In the long term, he said, the plugged tubes could wear through and break, damaging other tubes.

The NRC also queried Edison on details of an upgraded loose parts monitoring system the company proposed to install.

Edison has not proposed a restart plan for the plant's second reactor, where the tube damage was more extensive.

But Mitsubishi Heavy Industries, the manufacturer of the steam generators, has been testing mock-ups of redesigned support structures that could be part of a longer term repair plan for the plant. Inadequate support structures in the steam generators have been blamed in part for the wear problems.

The NRC last month cited some procedural issues with the testing. A Mitsubishi spokesman said that the issues had to do with documentation and that the test results were accurate.

abby.sewell@latimes.com

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Apple still can’t build enough iPad minis

A common issue often presents itself when Apple (AAPL) launches new products: it can’t build them fast enough. We’ve seen it time and time again, most recently when Apple launched the iPhone 5 and 150,000 dedicated factory workers still couldn’t keep up with demand. Now, a report has surfaced claiming that Apple’s manufacturing partners in the Far East can’t build units fast enough to keep pace with Apple’s iPad mini orders.

[More from BGR: Microsoft Surface trampled at the bottom of the tablet pile this Christmas]

According to Digitimes’ supply chain sources, Apple’s parts suppliers have prepared enough components to build between 10 million and 12 million iPad mini tablets in the fourth quarter to accomodate heavy demand. Apple’s manufacturing partners are only expected to ship 8 million assembled units, however.

[More from BGR: Mark Cuban: Nokia Lumia 920 ‘crushes’ the iPhone 5]

The report states that yield rates are improving though, and Apple is expected to ship 13 million iPad mini tablets in the first quarter of 2013.

This article was originally published by BGR

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Patrick Dempsey brews up coffee shop purchase

LOS ANGELES (AP) — Patrick Dempsey says he wants to rescue a coffee house chain and more than 500 jobs.

The "Grey's Anatomy" star said Wednesday he's leading a group attempting to buy Tully's Coffee. The Seattle-based company filed for Chapter 11 bankruptcy protection in October.

Dempsey said he's excited about the chance to help hundreds of workers and give back to Seattle.

The actor has a strong TV tie to the city: He plays Dr. Derek Shepherd on "Grey's Anatomy," the ABC drama set at fictional Seattle Grace Hospital.

Tully's has 47 company-run stores in Washington and California, as well as five franchised stores and 58 licensed locations in the U.S.

Any sale would have to be approved by a judge. A bankruptcy court hearing is set for Jan. 11 in Seattle.

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Creating the Ultimate Housework Workout

Robert Wright for The New York Times

Chris Ely, an English butler, and Carol Johnson, a fitness instructor at Crunch NYC, perfecting a houseworkout.

CAN housework help you live longer? A New York Times blog post by Gretchen Reynolds last month cited research linking vigorous activity, including housework, and longevity. The study, which tracked the death rates of British civil servants, was the latest in a flurry of scientific reports crediting domestic chores with health benefits like a lowered risk for breast and colon cancers. In one piquant study published in 2009, researchers found that couples who spent more hours on housework had sex more frequently (with each other) though presumably not while vacuuming. (The report did not specify.)

Intrigued by science that merged the efforts of a Martha with the results of an Arnold (a buffer buffer?), this reporter challenged a household expert and a fitness authority to create the ultimate housework workout — a houseworkout — in her East Village apartment. Perhaps she could add a few years to her own life while learning some fancy new moves for her Swiffer. Christopher Ely, once a footman at Buckingham Palace, and Brooke Astor’s longtime butler, was appointed cleaner-in-chief. Mr. Ely is a man who approaches what the professionals call household management with the range and depth of an Oxford don. Although he is working on his memoirs (he described his book as a room-by-room primer with anecdotes from his years in service), he was happy enough to put his writing aside for an afternoon. His collaborator was Carol Johnson, a dancer and fitness instructor who develops classes at Crunch NYC, including those based on Broadway musicals like “Legally Blonde” and “Rock of Ages.”

Mr. Ely arrived first, beautifully dressed in dark gray wool pants, a black suit coat and a crisp white shirt with silver cuff links. He cleans house in a white shirt? “I know how to clean it,” he countered, meaning the shirt. When Ms. Johnson appeared (in black spandex and a ruffly white chiffon blouse, which she switched out for a Crunch T-shirt), theory, method and materials were discussed.

“If you’re dreading the laundry,” Ms. Johnson said, “why not create a space where it’s actually fun to do by putting on some music?” If fitness is defined by cardio health, she added, it will be a challenge to create housework that leaves you slightly out of breath. “I’m thinking interval training,” she said. As it happens, one trend in exercise has been workouts that are inspired by real-world chores, or what Rob Morea, a high-end Manhattan trainer, described the other day as “mimicking hard labor activities.” In his NoHo studio, Mr. Morea has clients simulate the actions of construction workers hefting cement bags over their shoulders (Mr. Morea uses sand bags) or pushing a wheelbarrow or chopping wood.

Mr. Ely averred that service — extreme housekeeping — is physically demanding, with sore feet and bad knees the least of its debilitating byproducts. Mr. Ely still suffers from an injury he incurred while carrying a poodle to its mistress over icy front steps in Washington When the inevitable occurred, and Mr. Ely wiped out, he threw the dog to his employer before falling hard on his backside. And the right equipment matters: After two weeks’ employ in an Upper East Side penthouse, he was handed a pair of Reeboks by his new boss, the better to withstand the apartment’s wall-to-wall granite floors. (For cleaning, Mr. Ely wears slippers, deck shoes or socks.)

Mr. Ely, whose talents and expertise are wide-ranging (he can stock a wine cellar, do the flowers, set a silver service, iron like a maestro and clean gutters, as he did once or twice at Holly Hill, Mrs. Astor’s Westchester estate), is a minimalist when it comes to materials. He favors any simple dish detergent as a multipurpose cleaner, along with a little vinegar, for glass, and not much else. “Dish detergent is designed for cutting grease; there’s nothing better,” he said. He’s anti-ammonia, anti-bleach. He said bleach destroys fabric, particularly anything with elastic in it. “Knickers and bleach are a terrible combination,” he said. “I had a boss who thought he had skin cancer. His entire trunk had turned red and itchy.” It seems his underpants were being washed in bleach. (Collective wince.) “It’s horrible stuff.”

As for tools, he likes a cobweb cleaner — this reporter had bought Oxo’s extendable duster, which has a fluffy orange cotton duster that snaps onto a sort of wand, but Mr. Ely prefers the kind that looks like a round chimney brush. (If you live in a house, he also suggests leaving the cobwebs by the front and back doors, so the spiders can eat any mosquitoes coming or going.) Choose a mop with microfiber fronds (he suggested the O Cedar brand) because it dries quickly and doesn’t smell. And a sturdy vacuum. Also, stacks of microfiber cloths or a terry cloth towel ripped up.

But first, to stretch. Ms. Johnson took hold of this reporter’s Bona floor mop (it’s like a Swiffer, but with a reusable washcloth) and Mr. Ely followed along with an old-fashioned string mop. Though Mr. Ely has a kind of loose-limbed elegance, he is not exactly limber. He grimaced as he parroted Ms. Johnson, who used her mop as Gene Kelly did his umbrella, stretching her arms overhead, one by one, twisting from side to side, sucking in her stomach, rising up on tip toes. (Mr. Ely said his old poodle-hurling injury was kicking in.) Ms. Johnson adjusted his chin — “You’re going to hurt yourself if you keep sticking your neck out,” she warned — and Mr. Ely raised a black-socked foot napped with cat hair and chastised this reporter: “Would you look at that?” (The cat had vanished early on, but his “debris,” as Mr. Ely put it, was still very much in evidence. The reporter hung her head. Did she know that cat spit is toxic? Mr. Ely wondered.)

“We’re warming up the spine,” said Ms. Johnson. “Squeeze your abdominals.”

Mr. Ely looked worried: “I don’t think I have abdominals!”

MR. ELY’S technique is to clean a room from top to bottom. That means he begins with the cobweb cleaner, wafting it along ceiling corners, moldings, soffits and, uh, the top of the fridge (major dust harvest there). His form was pretty, like a serve by Roger Federer, if not exactly aerobic. For Mr. Ely kept stopping to lecture this reporter — on condensation; on the basic principles of heat transfer and why one needs to vacuum the refrigerator coils; on the movement of moist air in a kitchen; on floor care, which involved a long story about a Belgian monastery whose inhabitants never washed the kitchen floor; on how to dust the halogen spot lights (use a cotton cloth, not a microfiber one, and make sure the lights are off, and cool).  “I do rabbit on, don’t I?” he said. Ms. Johnson gamely hustled him along, noting that anytime you raise your arms over your head you can raise your heart rate. “What about a balance exercise?” she cajoled, executing a neat series of leg lifts. “That’s good for the butler’s booty!”

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