• "My wife and I were going in [to the Superdome] when everybody was leaving town. The person who said the captain must go down with the ship never was a ship captain."
• 300 employees and their families stayed in the suites in the Dome until they were full, then others went to the ballrooms. The food service workers slept on the floor in the lounge. "My [management] people slept in the offices on the Concourse Level."
• About 12,000 refugees had also crowded into the building. (That number would double within two days.) By Tuesday when he awoke at 5 AM to find six inches of water on the floor of the suite, Glenn knew that the situation was untenable.
• Glenn was quoted in the December 2006 issue of Facility Manager magazine:

All night long they were moving these hospital patients to the landing zone. Red and blue lights and "Get out of the way!" You hear the choppers; you smell the jet fuel. It's just like Apocalypse Now.

• 6 AM Thursday morning, Glenn's phone range. It was the Dome security manager. "Get out! Get out now! The Superdome is on fire!"
• Glenn left on a helicopter that morning while employees boarded busses to Baton Rouge. From the air, he saw water covering the city from Poydras Street to the Lake. He didn't know if he would ever see another football game in the facility he was evacuating.
• "We drove to Atlanta where I had family. We came back a week later to lead the contractors around. The Dome was a mess."
• He also learned that his house in Lakeview, right by the levee breach, got 10 1/2' of water.

The most difficult aspect of rebuilding the Superdome was the time frame.

• At a meeting two weeks after the storm, Governor Kathleen Blanco ordered "full speed ahead" to fix the Dome as soon as possible as a symbol of the rebuilding of the city.
• The first timeline covered 20 months. "The NFL told us the Saints can't stay away for two years. You gotta have it ready for the '06 season."
• Owner Tom Benson ('44) and NFL Commissioner Paul Tagliabue wondered if the devastated area would be able to support the team. But Glenn summarizes their attitude as "we can't leave the people in the lurch. We can't walk away from this thing."
• The goal was to make the Dome "football ready." Postpone what could be left for later such as carpeting the suites and installing kitchens in them.
• Glenn and a staff of only 20 (down from 200 before the storm) commuted and worked out of trailers and closets for a year and a half.

When asked if FEMA was cooperative, Glenn answers "yes."

• "They were as cooperative as they could be. They embedded their staff members. We put them in the press box in the Arena [which sustained minimal damage] where they had an office and Internet access so we could get decisions implemented as fast as possible."
• "They had their tough rules. FEMA would only fix what was damaged. So if half of the ceiling tiles in a room were wet, they'd only pay for half. So you'd have 25-year-old ceiling tiles here and brand new ceiling tiles there."
• "Everything that was made of fibrous material - sheetrock, carpet, wood - had to be stripped out. We stripped the place down to the studs. FEMA paid for only about 15,000 seats that needed to be replaced. The rest had to be cleaned and refurbished. We had giant bags sucking wet air out for months. A new roof cost $30 million."