Feature: The Devil & Carl Greene

Is he a serial sexual harasser and tyrannical boss, as some of his former employees allege? Or is he the most effective public-housing leader in the history of Philadelphia, as he and his defenders contend? Or could Carl Greene, somehow, be both?


At this point, three years into his tenure at PHA, Greene had taken complete control of the workforce. He was upgrading technology; he was working various channels to procure wads of funding from the city and state and feds. The old public-housing towers that had plagued Philadelphia forever were coming down, and Greene was beginning to build his modern, low-rise, integrated-into-the-communities housing. The authority was, in fact, becoming a developer itself, which gave Greene more control and opened up avenues for financing. And the Spring Garden project was well into Phase I, with the rehabbing of 30 homes.

Madeline says that on that day in 2001, when she went outside, Greene was waiting with his black Crown Victoria, his driver Tony up front, the car running. The rear door was open. Greene told her to get in. Tony started driving.

“Where are we going?” Madeline asked Greene. She was shaking.

“Don’t worry,” Greene told her. He began asking, nonchalantly, how she had been, how her two young children were. How was her husband doing? He wondered how she felt, making more money than her husband.

Less than a year earlier, Greene had promoted her to work in an office next to his. He demanded that they meet every day, that she check in with him every afternoon. Sometimes Greene wasn’t ready to meet until eight or nine at night. She told him she had to get home to her children. He would wonder what was more important, her family or her career. And Greene always seemed to single her out at company holiday parties. He would burst through a group of people to hug and kiss her. Sometimes he tried to kiss her on the lips. Madeline was nervous being alone with him.

Now they were on 95, heading south — she still didn’t know where they were going. Tony wove through a traffic jam by turning on the Crown Vic’s police lights.

They were headed to Washington. A new HUD secretary had been appointed, and Carl Greene was giving a speech.

In D.C., Madeline was put in the back of a big conference room; Greene sat up front. She slipped out to a bathroom and called her husband to tell him where she was.

“What the hell are you doing there?”

Madeline didn’t have much of an answer. Carl Greene was her boss. She would do what he told her, to a point. She loved working for PHA.

After the speech, Greene paraded Madeline around, introduced her. Then Tony dropped them off at a nice restaurant — Madeline can’t remember the name — where, she says, Greene ordered wine and encouraged her to drink. She sipped it slowly, only half a glass. She told Greene she had to get home. He told her that her husband could take care of the kids.

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  • KJ

    I’m sorry, but Carl Greene gets no sympathy here! As a former Executive at PHA, I witness his abusive behavior towards too many employees up front and personally–The reprisals, dismissals, the tirades (particularly after his night out drinking),the unwanted solicitations, and vindictive behavior that he exhibited was very real for both male and female employees; Carl Greene fostered a culture of fear at PHA, period! The whisking off, or abduction (yes, I said abduction) of that Assist General Manager was indicative of how Carl Green ran a psycho-ops and his intent to induced compliance to even his personal pleasures; There are countless other women who experienced Carl’s psychotic behavior. I was particularly perturbed by his menacing treatment of anyone he perceived as standing in the way of his desires, his exploits! And, exploit he did…whether married or single, Carl would let no man, nothing, stand in his way! So, what do you know…the Real Carl, a tyrant, sexual predator, manipulator and Ego maniac, finally got in his own way! This man has a very dark and troubling side; I only wish that he had been stopped sooner and sought treatment–like before he came to Philadelphia! Rendell, Street, the…

  • Donna

    There is a very simple explanation for the riddle of Carl Green. He is a sociopath. Hollywood tells us that a sociopath is a serial killer. The truth is, most sociopaths never kill anyone. And one expert says that 1% of the general population are sociopaths, but 3% of corporate executives are sociopaths.

    A sociopath is a person with no heart, no conscience and no remorse. Green exhibits classic signs of this personality disorder: Egocentricity and grandiosity. Rage when challenged. Manipulation. Sexual aggression. Belief that the rules do not apply to him. Financial problems. Blaming others for anything that goes wrong. Sociopaths in business frequently bring organizations down. That’s what Green has done.

    I have written extensively about this case in the Lovefraud Blog. People need to be aware of this personality disorder – especially when they’re considering a candidate for a position of power and responsibility.

  • Betty

    Come drive around Southwest Center City and you’ll have no problem picking out the PHA houses. They’re the ones in disrepair housing drug dealers and dealers. No sympathy for Greene at all. He sat in his gated community at Naval Square while inflicting pestilence on the surrounding neighborhood.

  • Betty

    Come drive around Southwest Center City and you’ll have no problem picking out the PHA houses. They’re the ones in disrepair housing drug dealers and dealers. No sympathy for Greene at all. He sat in his gated community at Naval Square while inflicting pestilence on the surrounding neighborhood.

  • Norm

    Unfortunately Carl Green suffers from the same problem that many great leaders suffer from. Absolute power. Carl Green proved himself to be an effective leader in turning around the housing authority. This was such a monumental task that he became a trusted leader who was beyond question. It was at this point when the traits of many great leaders emerged. These traits are sociopathy and narcissism. The same internal drivers that are responsible for his great abilities are also at the root of his downfall. The old saying still rings true, “Absolute power corrupts, absolutely!” All public leaders need to learn from this and make certain that there are checks, balances and transparancy in all business practices.