Index

Account relationships vs. Asset-management group, 134 geographic territories, 165 Assignments and roles, 178 Accountability, 154, 187–188 AT&T Capital Accounts receivable, 116, 168 actions after sale of, 83–84 Achievement vs. plan, 156 growth of, 65 Adapt or die lesson, 161 origins of, 64 Aircraft fi nancing,http://www.pbookshop.com 56–57 SMB space investment, 117 Alcatel Lucent, 67 AT&T Capital Group, 2, 3–4 Allen, Bob, 186 AT&T Credit Co. Allen, Mel, 1–2 access to capital, 60 Ambiguity, 128 business purpose of, 56 American Transtech,COPYRIGHTED 5 credit MATERIAL card business, 61 Argentina, 109 development of, 57–58 Army Reserves, 37–38 enthusiasm at, 55 Asset management, 164, 165, Rothman start at, 53 166 sale of, 67–68 Asset redeployment, 177 SMB space, 116

205 index

AT&T Credit Co. experience NCR, 66–67 AT&T Capital, 64, 69 NCR Credit Corp., 66–67 AT&T Capital growth, 65 networking, 63 AT&T Capital origins, 64 New York Times, 56–57 AT&T Capital sale, 69 organization reporting, 60 AT&T Credit Co. Paul Gustavson, 58 development, 57–58 personal relationships vs. due AT&T Universal, 61 diligence, 63 access to capital, 60 promotion, 60 aircraft fi nancing, 56–57 sale of AT&T Credit Co., Alcatel Lucent, 67 67–68 Alex Mandl, 64 Tom Wajnert, 56, 59–60, back problems, 58–59 62–63, 64 blended multiple, 65–66 AT&T Credit Corp, 3 business model, 58 AT&T divestiture of NCR, business purpose of, 56 66–67 company name change, 67 AT&T Universal, 61 credit card business, 61 Attrition, 168 divestiture of NCR, 66–67 Australia, 47, 104, 109, 175, 194 Eddie Decter, 58–59 Authorizations, 89 enthusiasm at, 55 fi nance company development, Back problems, 58–59 64 Back-offi ce issues goals, 56 operating effi ciency, 164 Guy Hands, 67–68, 69–70 operations, 141 IT Leasing deal,http://www.pbookshop.com 62–63 operations reporting, 166 Joseph Batchelder, 68–69 profi tability, 166 Larry Davis, 58–59 Banking laws and regulation, 103 leveraged buyout, 68 Barth, Andrea, 106 Lucent, 67 Baseball, 22 management shift, 59–60 Basketball, 19, 22–23, 37 Mark Hurd, 67 Batchelder, Joseph, 68–69 mergers, 62–63 Bayonne, New Jersey, 13–27 Morris “Morry” Tannenbaum, Bennett, Steve, 132 56, 62 Blended multiple, 65–66

206 Index

Blitzer, Michael, 45 Business transformation Boiling the ocean, 177, 178 account relationships vs. Boy Scout Handbook, 200 geographic territories, 165 Brain drain, 107 accounts receivable, 168 Brazil, 104, 109, 124, 159 adapt or die lesson, 161 Briggs, Kathleen Cook, 183 Andy Grove, 162 Briggs Myers, Isabel, 183 asset management, 164, 165, Briggs Myers test, 183–184 166 Broderick, Bill, 22–24, 42 attrition, 168 Brother-in-law, 15 back-offi ce issues, 164, 166 Bunker mentality, 124 business model revisions, Business cycles, 114 165–166 Business design teams, in business plan, 163 74–75 business plan stretch, 163 Business focus, 114 business transformation Business location, 111 strategy, 163 Business model Carly Fiorina, 162 approach to, 147 chief executive impact, 164 for COMPAQ, 86 customer satisfaction, 168 COMPAQ Financial Services, economic cycles, 168 95 expenses, 168 elements of, 80 fi nancial indicators, 168 expansion with, 76 focus of, 162 Gustavson model, 58 Gerri Gold, 166 HP Tech Finance, 139–140, Great Recession, 167 142 http://www.pbookshop.comgrowing the business, 163 leadership knowledge of, impact of, 164 154 layoffs, 169 New York Times on, 75 leadership, 167 principles of, 72–73 Malaysia, 166 revisions to, 165–166 Mark Hurd, 162, 163 world wide basis, 134 modifi ed operating model, 167 Business philosophy, 3, 194 operating effi ciency, 164 Business plan is inviolate operations reporting, 166 (expression), 155 performance improvement, 168

207 index

Business transformation (cont’d ) Centralized vs. decentralized pillars of transformative operations, 141 change, 163 CEO experience plan, 176 AT&T Capital departure, planning and implementation, 84 169 actions after sale of AT&T productivity, 168 Capital, 83–84 profi tability, 163, 166 authorizations, 89 profi tability vs. growth, 163 business model, 95 recession, 168 business model for COMPAQ, regional teams, 165 86 reporting relationship, 166 COMPAQ Financial Services, responsibility approach, 167 95 revisions to, 165–166 Dan McCarthy, 93–94 sales force productivity, 163 Das Narayandas, 99 sales quotas, 168 disaster response performance, strategy, 163 89 stretch goal, 163 Earl Mason, 85, 87, 90–91 survival, 162 Eckhardt Pfeiffer, 93 training money, 170 employee recruitment, 94–95 transformation model, 165 enterprise space, 91, 92 transformative strategy, 166 executive team, 94 value proposition, 165 global multinational customers, 98–100 Caen, Herb, 47–48 Goldman Sachs, 91 Caine, Jim, 46–47http://www.pbookshop.comgovernance committee, 90 Calendared meetings with direct Hewlett-Packard Financial reports, 154 Services, 90 Camp Onibar, 24 HPPS Global Credit, 90 Candidates, 190 investment hierarchy, 88, 91 Canion, Rod, 133 Japan, 89 Capellas, Michael, 121–122, 138, Jean Watmouth, 84 184 Jon Flaxman, 97 Captive fi nance company, 4, 53 Keebler building experience, Career path role, 2 96

208 Index

Kitchen Table Summit, 95 College experiences living schedule, 88 Army Reserves, 37–38 Milton, 92 basketball, 37 operating model, 95 Carter Jefferson, 32 recruitment by COMPAQ, Charles Fiur, 36 93–94 Charles’ Men’s Wear, 36, 37 recruitment for, 84–92 closers, 37 recruitment for Compaq Empress Thedora, 32 Financial Services, 84–92 fraternity steward, 37 risk management, 90 Geno Genovese, 30, 31 Rothman meeting with history degree, 30 Pfeiffer, 86–87 incentive compensation, 36 scope of Compaq Financial integrity, 35 Services, 85 Jim Valvano, 32 Sidley and Austin, 94 L. G. Balfour, 35 Socio-Tech, 97 Marxist Perspectives (Genovese Socio-Tech model, 96 and Sussman), 31 speed of growth, 93 national politics, 38 Tom Wajnert, 84 Peter Karanas, 32 CEO profi le, 186 Richard Hughes, 30 Chaebols, 157 Rutgers, 29–30 Charisma and charm, 187 Sigma Alpha Mu, 33 Charles’ Men’s Wear, 36, 37 teaching, 35 Chase Manhattan Bank, 4 teamwork, 37 “Chat with Irv” session, 175 Time, 30 Check-in meetings,http://www.pbookshop.com 154 Vietnam War, 37 Chief executive, impact of, Warren Sussman, 31, 32 164 Wayne Dumont, 30 Chile, 109 College roommate, 34 China, 104, 109 Comdisco, 114, 115 Clean room, 144–145 Command and control structure, 9 Closers, 37 Commending and saluting, 174 Cold calling, 42 Communication Collaboration and with direct reports, 179 interdependencies, 189 honesty in, 189

209 index

Communication (cont’d ) Poland, 175 media avoidance, 180 questions about emerging of message, 171–182 markets, 176 message grouping, 182 responsibility of leadership, speed of, 180 172 Communication of message Ronald Reagan, 177 asset redeployment, 177 social media, 173 assignments and roles, 178 social networking, 173 Australia, 175 speed of, 180 boiling the ocean, 177, 178 stretch, 179 business transformation plan, stretch targets, 179 176 sugarcoating, 179 “Chat with Irv” session, 175 town hall meetings, 173 commending and saluting, 174 truth-telling, 174 communication responsibility Company message, 175 of, 172 Company name change, 67 communication with, 179 Compaq Financial Services company message, 175 early facilities, 96–97 digital media, 173 operating philosophy, 11 with direct reports, 179 recruitment for, 84–92 emerging markets, 176 Rothman experience, 2 employee morale, 181 scope of, 85 executive communications, 176 Compensation, 74 focus limit, 177 Compensation proposal, 79 internal communications Compensation systems, 73 strategy, 172http://www.pbookshop.comContinuous efforts, 197–198 Jessica Marinaro, 175 Core business focus, 52, 114 job recognition, 174 Corporate acceptance, 79 leadership focus, 178 Corporate infi ghting, 142 Malaysia, 175 Cost takeouts, 143 Marshall McLuhan, 172 Coughlin, Tom, 197–198 media avoidance, 180 Creative business planning, message grouping, 182 200 New York Times, 181 Cultural implications, 144 operating model, 181 Custom sales, 160

210 Index

Customer focus put through activities, 77 AT&T Credit Co. departure, 71 self-managed teams, 76, 79 business design teams, 74–75 Socio-Tech, 78 business model elements, 80 take off activities, 77–78 business model, New York Times Tom Wajnert, 78 on, 75 variance charts, 77 business model principles, 72–73 wealth creation model, 79–80 compensation, 74 Customer interaction, 157 compensation proposal, 79 Customer loyalty, 72 compensation systems, 73 Customer satisfaction, 73, 77, 139, consistent observance of 154, 168 principles, 80 Customer service, 77, 158 corporate acceptance, 79 Customer-in philosophy, 73 customer loyalty, 72 customer satisfaction, 73, 77 Davis, Larry, 58–59 customer service, 77 De La Hoya, Oscar, 15 customer-in philosophy, 73 DEC, 131, 132, 133 employee ownership, 81 Decision making process empowered employees, 81 acquisition mode, 131 expansion with business model, ambiguity, 128 76 asset-management group, 134 Gerri Gold, 72 Ben Rosen, 133, 135 global business, 76 business model, 134 Gustavson model, 72 COMPAQ departure, 135 hierarchical management style, Dan McCarthy, 129 76 http://www.pbookshop.comDEC, 131, 132, 133 Ireland, 76 Earl Mason, 131 Japan, 76 Eckhardt Pfeiffer, 131, 135 Jim Tenner, 72 European joint venture, 129 motivation, 81–82 fi ring, 133 operating model, 72 John Randell, 131 out-executing the competition, joint ventures, 128, 132 77 Lage Landen, 132 Paul Gustavson, 72, 82 Paul Gustavson, 134 promotion, 82 pre-nup, 130

211 index

Decision making process (cont’d ) de La Hoya, Oscar, 15 recession survival, 123, 124 father, 14–15 Rod Canion, 133 Fraenzi Rothman, 15 Sevin Rosen Funds, 133 grandfathers, 20–21 Steve Bennett, 132 grandmothers, 20–21 value proposition, 134 Harlan Rothman, 16–17 world wide basis, 134 Jewish religion, 18 Decter, Eddie, 58–59 mentor relationships, 24 Delegation, 11 mother, 17, 19–20 Derivatives, 122 Muhlenberg College, 26 Deutsch, Claudia, 10–11 names/naming, 19–20 Digital media, 173 Rutgers, 26, 27 Dirty-fi ngernails Sandy Rothman, 21 with a customer, 160 Sarah Rothman, 21 day-to-day operations, 154 scholastic journalism, 25 Disaster response performance, Scholastic Press Association 89 award, 25 Dot-com bubble, 116, 119–120, sports enthusiasm, 21–22 121, 122 sports writing, 25 Due diligence vs. personal Sunday New York Times, 15 relationships, 63 vacation, 18 Dumont, Wayne, 30 Economic cycles, 168 Dunn, Patricia, 146 Edwards, Lavell, 6 Duplication, 148 Edwards & Handley, 41–42 El Camino, 109 Early facilities, 96–97http://www.pbookshop.comEllison, Larry, 186 Early life and family Emerging markets, 176 Allison Rothman, 16 Employee morale, 181 Barbara Rothman, 19 Employee ownership, 81 baseball, 22 Employee recruitment, 94–95 basketball, 19, 22–23 Employees as investment, 193 Bayonne, New Jersey, 13–27 Empowered employees, 81 Bill Broderick, 22–24 England, 111 brother-in-law, 15 Enterprise space, 91, 92, 115, Camp Onibar, 24 119

212 Index

Equipment leasing, fi rst innovation, 200 experience with, 45 Japan, 201 European Union, 102 passion, 200 Executive communications, 176 preparation for, 199–201 Executive MBA program, 48–49 relationships, 200 Expenses, 168 Ronald Reagan, 199 surprises in, 199 Facebook, 121 Thailand, 201 Family connections, 42 vision, 200 Father, 14–15 Finance company development, General Motors, 191 64 General Motors Brazil, 159 Financial indicators, 168 Genovese, Geno, 30, 31 Financing model, 4–5 Geographic territories vs. account Fiorina, Carly, 138, 142, 162, relationships, 165 184 Germany, 106, 107, 111, 149, 192 Firing, 133, 193–194, 195 Global business Fiur, Charles, 36 Andrea Barth, 106 Flaxman, Jon, 97, 145–146 Argentina, 109 Focus limit, 177 Australia, 104, 109 Food fi ght, 35 banking laws and regulation, Fortune Magazine, 106 103 France, 111, 149 brain drain, 107 Fraternity food fi ght, 35 Brazil, 104, 109 Fraternity steward, 37 business location, 111 Future http://www.pbookshop.combusiness regions, 106 attributes of leadership, Chile, 109 200–201 China, 104, 109 Bob Kavner, 200 creation of, 101 creative business planning, Eckhardt Pfeiffer, 106, 109–110 200 El Caminio, 109 defi ned, 199 England, 111 Great Recession, 201 European Union, 102 Great Reset, 201 executive team, 106 Industry Future Council, 201 Fortune Magazine, 106

213 index

Global business (cont’d ) Global recession France, 111 AT&T Capital, 117 Germany, 106, 107, 111 AT&T Credit Co., 116 global operating guidelines, 102 accounts receivable, 116 global operation, 112 basics focus, 124 global partnerships, 110 Ben Wells, 122 growing the business, 109 bunker mentality, 124 Hewlett-Packard Financial business cycles, 114 Services, 106 business focus, 114 hiring, 103, 104 Charles Munger, 122 India, 109 Comdisco, 114, 115 instant communication, 101 COMPAQ departure, 121 Ireland, 103, 106, 107 core business focus, 114 joint ventures, 109 decision making process, 123, language skills, 105–106 124 location, 102 derivatives, 122 Malaysia, 104 dot-com bubble, 116, 119–120, Mexico, 104, 109 121, 122 one company worldwide Eckhardt Pfeiffer, 121 philosophy, 103 enterprise space, 115, 119 partnerships, 109–110 Facebook, 121 Peru, 109 Fernando Gomez, 123 Poland, 104–105, 107, 108 global SMB space, 119 pre-nup, 109 growing the business, 117 Russia, 109 Internet startups, 120 speed of growth,http://www.pbookshop.com 109–110 Jesse Greene, 122 startup costs, 111 Ken Pontikes, 114–115 tax breaks, 103 leadership, 118 tax structure, 107 Mark Hurd, 119 uniform commercial code, 103 Michael Capellas, 121–122 vs. U.S.-centric business, 76 Napster, 121 Global multinational customers, news making avoidance, 98–100 119 Global operating guidelines, 102 overhead expenses, 116 Global partnerships, 110 overhead exposure, 116

214 Index

recession survival, 114, 116, Gustavson, Paul 119–124 business model blueprint, 10 Rothman business plan losses, model implementation, 72 118 model sucess, 82, 134 SMB space, 116, 117, 118, 119 selection of model by, 58 social media, 120 vision of, 6–7 social networking, 122 Gustavson model, 10, 58, 72 telephone systems, 116 telephones, 116 Hands, Guy, 67–68, 69–70 Tom Wajnert, 118 Happy Dance, 195–196 venture capital, 114, 115, 121 Harvard Business School, 8–9 Wall Street Journal, 118, 119 Headlines, 186 Global SMB space, 119 Helicopter rides, 159 Gold, Gerri Hewlett, Walter, 138 educational background, 5 Hewlett-Packard Financial executive team, 196 Services Gustavson model, 10, 72 attrition at, 168–169 Keebler building experience, business regions, 106 96 changes to, 146–147 management approach, 6 earnings forecast, 145–146 reporting relationship, 166 operating philosophy, 11 Socio-Tech model, 96 risk management hierarchy, 90 Goldman Sachs, 91 Rothman leadership, 140 Gomez, Fernando, 123 transformative strategy, Governance committee, 90 163–164 Grandfathers, 20–21http://www.pbookshop.comHewlett-Packard Technical Grandmothers, 20–21 Finance, 139, 142 Great Recession, 113, 167, 201 Hierarchical management style, Great Reset, 201 76 Greene, Jesse, 122 Hiring, 103, 104, 190, 193, 194 Grove, Andy, 162 History degree, 30 Growing the business, 109, 117, HP and Compaq merger 156, 163 back-offi ce issues, 141 Growth vs. profi tability, 163 business model approach, 147 Grumman Corp, 188 Carly Fiorina, 138, 142

215 index

HP and Compaq merger (cont’d ) Spain, 149 centralized vs. decentralized synergies, 143 operations, 141 takeovers, 147, 148 changes to, 146–147 United Kingdom, 149 changes to Hewlett-Packard Walter Hewlett, 138 Financial Services, 146–147 write-offs, 145–146 clean room, 144–145 HPPS Global Credit, 90 corporate infi ghting, 142 Hughes, Richard, 30 cost takeouts, 143 Human resources, 144 cultural implications, 144 Hurd, Mark customer satisfaction, 139 business transformation, 163 duplication, 148 career path, 67 Earl Mason, 140 as Fiorina replacement, 162 France, 149 focus of, 162, 185 Gary Silverman, 145 news making avoidance, 119 Germany, 149 Hewlett-Packard Technical Incentive compensation, 36 Finance, 139–140, 142 India, 109 human resources, 144 Industry Future Council, 201 integration planning, 144–145 Innovation, 200 Ireland, 149 Instant communication, 101 Italy, 149 Integration planning, 144–145 jobs for life, 149 Integrity, 35 Jon Flaxman, 145–146 Interdependencies and layoffs, 148–149 collaboration, 189 mergers, 147 http://www.pbookshop.comInternal communications strategy, mergers, actions after, 150 172 mergers and acquisitions, use of, Internet startups, 120 143 Investment hierarchy, 88, 91 Michael Capellas, 138 Ireland, 76, 103, 106, 107, 149 operations, 141 Italy, 149 Patricia Dunn, 146 Robert “Bob” Wayman, 138, Japan, 76, 89, 157, 201 139, 140, 142 Jefferson, Carter, 32 Scott McNeeley, 137 Jewish religion, 18

216 Index

Job recognition, 174 CEO profi le, 186 Jobs during Rutgers years, 33–37 charisma and charm, 187 Jobs for life, 149 and collaboration, 189 Joint ventures, 109, 128, 132 in communication, 189 continuous efforts, 197–198 Karanas, Peter, 32 Dan McCarthy, 196 Kavner, Bob, 200 employees as investment, 193 Keebler building experience, 96 executive team, 196 Keiretsu, 157 fi ring, 193–194, 195 Kennedy, J. F., 188 focus of, 185 Kitchen Table Summit, 95 General Motors, 191 Germany, 192 L. G. Balfour, 35 Gerri Gold, 196 Landen, Lage, 132 Grumman Corp, 188 Language skills, 105–106 Happy Dance, 195–196 Layoffs, 148–149, 169 headlines, 186 Le Carre, John (David John hiring, 190, 193, 194 Moore Cornwell), 157 honesty in, 189 Leadership integrated senior-level, 189 attributes of, 200–201 and interdependencies, 189 Ben Maushardt, 50–51 Isabel Briggs Myers, 183 communication responsibility J. F. Kennedy, 188 of, 172 Kathleen Cook Briggs, 183 responsibility approach, 118, Larry Ellison, 186 167 leadership, 184 Leadership andhttp://www.pbookshop.com high performance leadership philosophy, 197 team leadership qualities, 192 accountability, 187–188 leadership styles and Alan Ulan, 196–197 preferences, 184 Australia, 194 management team, 189 Bob Allen, 186 Mark Hurd, 185 Briggs Myers test, 183–184 Michael Capellas, 184 business philosophy, 194 neckties, 196 candidates, 190 Porche, 192–193 Carly Fiorina, 184 qualifi cations, 184

217 index

Leadership and high performance Marinaro, Jessica, 175 team (cont’d ) Marxist Perspectives (Genovese and road to success, 197 Sussman), 31 roles, 184 Mason, Earl, 85, 87, 90–91, 131, self-managed teams, 188 140 stress, 190 Maushardt, Ben, 48–51 Stress for Success (Hewlett- McCarthy, Dan Packard), 190 AT&T Capital, 69 stretch, 191 European joint venture, 129 styles, 184 executive team, 94, 196 Tom Coughlin, 197–198 recruitment by COMPAQ, training, 195 93–94 Wall Street job, 197 on Rothman, 154 women in workforce, 183 McLuhan, Marshall, 172 yes men and women, 190, 191 McNeeley, Scott, 137 Leadership focus, 178 Mentor relationships, 24, 47 Leadership philosophy, 197 Mergers, 62–63, 147, 150 Leadership qualities, 192 Mergers and acquisitions, 143 Leadership roles, 184 Mexico, 44, 104, 109 Leadership styles, 184 Micromanaging, 155 Leadership styles and preferences, Milton, 92 184 Modifi ed operating model, 167 Leadership success recipe, 200 Mother, 17, 19–20 Leadership team performance, Motivation, 81–82 154 Muhlenberg College, 26 Leveraged buyout,http://www.pbookshop.com 68 Mundell, David E. “Ned,” Living schedule, 88 49–50 Location, 102 Munger, Charles, 122 Long-range plans, 156 Lucent, 67 Names/naming, 19–20 Napster, 121 Malaysia, 104, 166, 175 Narayandas, Das, 99 Management risk, 3 NCR, 66–67 Management team, 189 NCR Credit Corp., 66–67 Mandl, Alex, 64 Neckties, 196

218 Index

Networking, 63 leadership team performance, New York Times, 56–57, 75, 181 154 long-range plans, 156 One company worldwide micromanaging, 155 philosophy, 103 performance of, 154 Operating model, 9, 72, 95, 181. quorums, 155 See also Business model South Korea, 157–158 Operations, day-to-day stretch in business plan, 155, 157 accountability, 154 trading houses, 157 achievement vs. plan, 156 value proposition, 160 Brazil, 159 Organization choices, 7–8 in business plan, 155, 157 Organization Planning and business plan is inviolate Design, Inc., 6 (expression), 155 Organization reporting, 60 calendared meetings with Out-executing the competition, direct reports, 154 77 chaebols, 157 Overhead exposure and expenses, check-in meetings, 154 116 custom sales, 160 Ownership sense, 10 with a customer, 160 customer interaction, 157 Partnerships, 109–110 customer satisfaction, 154 Passion, 200 customer service, 158 Pepperdine University, 48, 49, 51. Dan McCarthy on Rothman, See also College experiences 154 Personal relationships, 63 day-to-day operations,http://www.pbookshop.com 154 Peru, 109 delegation of, 153 Pfeiffer, Eckhard with direct reports, 154 acquisition mode, 131 dirty-fi ngernails, 154, 160 COMPAQ departure, 121, 135 General Motors Brazil, 159 executive team, 106 growing the business, 156 Rothman meeting with, 86–87 Japan, 157 speed of growth, 93, 109–110 keiretsu, 157 Phil, 44–45 knowledge of business model, Planning and implementation, 154 169

219 index

Poland, 104–105, 107, 108, 175 Risk management, 27, 90 Politics, national, 38 Road to success, 197 Pontikes, Ken, 114–115 Rosen, Ben, 133, 135 Porche, 192–193 Rothman, Allison, 16 Prendergast, S. Lawrence “Larry,” Rothman, Barbara, 19, 44 5 Rothman, Fraenzi, 15 Pre-nup, 109, 130 Rothman, Harlan, 16–17 Principles, consistent observance Rothman, Sandy, 21 of, 80 Rothman, Sarah, 21 Productivity, 168 Russia, 109 Promotion, 50, 60, 82 Rutgers years. See also College Public speaking, 46 experiences Put through activities, 77 enrollment, 26 jobs during, 33–37 Quorums, 155 politics, 29–30 professors, 31–32 Randell. John, 131 Reagan, Ronald, 177, 199 Sales and asset management, Recession 166 focus during, 126 Sales force productivity, 163 performance improvement Sales quotas, 168 through, 168 San Francisco, 47–48 Recession survival. See also Scholastic journalism, 25 Global recession Scholastic Press Association basics focus, 124 award, 25 bunker mentality,http://www.pbookshop.com 124 Self-managed teams, 76, 79, 188 business cycles, 114 Sevin Rosen Funds, 133 business focus, 114 Sidley and Austin, 94 decision making process, 123, Sigma Alpha Mu, 33, 34 124 Silverman, Gary, 145 dot-com bubble, 116, 119–120, SMB space, 116, 117, 118, 119 121, 122 Social media, 120, 173 overhead exposure, 116 Social networking, 122, 173 Regional teams, 165 Socio-Tech, 7, 78, 97 Relationships, 200 Socio-Tech model, 96

220 Index

South Korea, 157–158 Trading houses, 157 Spain, 149 Training, 47, 195 Sports enthusiasm, 21–22 Training money, 170 Sports writing, 25 Transformation model, 165 Startup costs, 111 Transformative change, 163 Stress, 190 Transformative strategy, 166 Stress for Success (Hewlett-Packard), Truth-telling, 174 190 Tuition reimbursement, Stretch 49–50 in business plan, 155, 157, 163 targets, 179, 191 Ulan, Alan, 43, 196–197 Stretch goal, 163 Uniform commercial code, 103 Sugarcoating, 179 United Kingdom, 149 Sunday New York Times, 15 United States Leasing Survival, 162 International Inc., 45, 46, 47 Sussman, Warren, 31, 32 Synergies, 143 Vacation, 18 Value proposition, 134, 160, 165 Take off activities, 77–78 Valvano, Jim, 32 Takeovers, 147, 148 Variance charts, 77 Tannenbaum, Morris “Morry,” Venture capital, 114, 115, 121 56, 62 Vietnam War, 37 Tax breaks, 103 Vision, 200 Tax structure, 107 Teaching, 35 Wajnert, Tom Teamwork, 37 http://www.pbookshop.comat AT&T Capital, 5 Telephone systems, 116 AT&T Capital departure, 84 Telephones, 116 AT&T Capital origin, 64 Tenner, Jim, 5, 6, 72 AT&T Capital sale, 69 Thailand, 201 goals, 56 Thedora, Empress, 32 hires Rothman, 53 Thomson McKinnon, 51–52, 53 IT Leasing deal, 62–63 Time, 30 management shift, 59–60 Top-down model, 8 Rothman business plan losses, Town hall meetings, 173 118

221 index

Wajnert, Tom (cont’d ) Pepperdine University, 48 Rothman relationship with, 60 Phil, 44–45 Socio-Tech, 78 promotion, 50 Wall Street experience public speaking, 46 AT&T Credit Co., 53 San Francisco, 47–48 Alan Ulan, 43 Thomson McKinnon, 51–52, Australia, 47 53 Barbara Rothman, 44 Tom Wajnert, 53 Ben Maushardt, 48–51 training, 47 Bill Broderick, 42 tuition reimbursement, 49–50 captive fi nance company, 53 United States Leasing cold calling, 41–43 International Inc., 45, 46, 47 core business focus, 52 Wall Street sophistication, 43 David E. “Ned” Mundell, Washington Post, 52 49–50 Wall Street job, 197 Edwards & Handley, 41–42 Wall Street Journal, 118, 119 with equipment leasing, 45 Washington Post, 52 executive MBA program, Watmouth, Jean, 84 48–49 Wayman, Robert “Bob,” 138, family connections, 42 139, 140, 142 Herb Caen, 47–48 Wealth creation model, 79–80 Jim Caine, 46–47 Wells, Ben, 122 leadership, 50–51 Women in workforce, 183 mentor relationships, 47 Write-offs, 145–146 Mexico, 44 Michael Blitzer,http://www.pbookshop.com 45 Yes men and women, 190, 191

222 http://www.pbookshop.com http://www.pbookshop.com