(FORTUNE Magazine) – TERRY C. STEWART, 44 ANDREWS GROUP INC. Stewart began eyeing Andrews's Marvel Entertainment Group unit as a youngster, when he started what is now a 5,000-issue comic book collection. ''I've waited for this job all my life,'' he says of his new post as Marvel's executive vice president for development. In previous jobs, Stewart had overseen acquisitions at Combustion Engineering and Continental Group. Says he: ''Beneath this cloak of smokestack America that I wear beats the heart of a collector.'' Besides his comic books, he has seven jukeboxes and two vintage Coke machines. Stewart's plans include helping to make movies based on Marvel superheroes. He says Captain America and Spider Man projects are in the works.

SUSAN CISCHKE, 36 CHRYSLER CORP. As one of the youngest of 70 executive engineers at Chrysler, Cischke covers a lot of ground -- 10,941,521 miles in 1989 alone. That's what her 520 staffers racked up at Chrysler's proving grounds in Michigan and Arizona as they revved, rattled, and rolled their way through production models and prototypes. ''We're trying to foresee what customers would see after 40,000 or 50,000 miles,'' says Cischke. Part of her mandate is to introduce participative management at the proving grounds, where workers often feel isolated from the corporate mainstream. ''I come in on the late shifts, and I try to have a lot of communication,'' she says. Away from work, Cischke brushes up on her Japanese, the better to test cars produced by Chrysler's joint venture with Mitsubishi.

STEPHEN F. COADY, 34 HALLIBURTON CO. Everyone complains about rising health care costs. Not Coady, founder of Halliburton's $20-million-a-year Health Economics Corp. unit, which specializes in crunching insurance claims data to help companies keep such outlays down. The work calls for lots of computer power, which is what the depressed oil services concern offered Coady when he started HEC in 1986. ''We have more terminals than people,'' says Coady. Among his clients: Rockwell International and GTE. What do his outfit's analyses turn up? ''You'd be surprised at the number of male hysterectomies,'' says Coady. By uncovering errors like that, Coady has managed to limit his clients' cost increases to 10% annually, vs. more typical increases of over 20%.