IT’S NOT A USED CAR
A very different client made my efforts to support his growth impossible. He was a successful CEO in the textile industry, a sector increasingly pressured by globalization. My client had a good understanding of the philosophy I am sharing with you here. Unfortunately, he over-delegated the acquisition process to his CFO. Like many (but not all) financial people, this character could see only the spreadsheets. He had zero patience for the “soft” side of acquisition deals—the management of emotions and relationships, which turns out not to be so soft when it sabotages the transaction.
For our hard-nosed CFO, everything was about beating down the other side to get the lowest possible price. There is one situation where this approach ...
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