Company Dossier
Company

First Boston

5 Books5 Highlights69 Concepts

First Boston appears across 5 books in the Prime Movers archive, with 5 supporting highlights from primary source biographies. Linked to 69 strategic concepts.

Strategic Concepts & Mechanics

Operating PrincipleControl Volume and Cost, Not PriceCornerstone MoveDouble Down When the Deal Looks DeadSignature MoveAbsentee Landlord Who Sleeps Till NineSignature MoveThrowing-Up-in-the-Shower TestDecision FrameworkHumble Offices as Trust SignalRisk DoctrineRepeat Business Over New BetsCompetitive AdvantageStay Through the Cycle's BottomIdentity & CultureFamily Business Feel at Institutional ScaleCapital StrategyBold Thinking Cheap WalletRelationship LeverageCold Calls as Deal Origination EngineStrategic PatternChaos as the Buy SignalCornerstone MoveBet on the Jockey, Forget the HorseSignature MoveReady Shoot Aim into the FogCornerstone MoveWalk the Deal Around the FloorSignature MoveDinner with the Waitstaff WatchingSignature MoveRaise Your Hand for the Grunt WorkStrategic PatternProcess of Bites, Not Grand PlansDecision FrameworkCash Flow Over Earnings as Debt Survival TestRelationship LeverageHighly Confident as Substitute for Actual CapitalCapital StrategyInterest Deductibility as Leveraged Assault FuelCompetitive AdvantageNOL as Bidding War Nuclear OptionSignature MoveSpeed-of-Sale as Debt Survival DoctrineSignature MoveLawyer as Deal Principal, Not Hired GunSignature MoveParis Apartment DisciplineSignature MoveAll Debt Disguised as EquityCornerstone MoveBuy the Whole, Sell Everything But the Crown JewelCornerstone MoveBlind Pool Before the Target ExistsCornerstone MoveBribe the Gatekeeper, Storm the CastleCornerstone MoveBankruptcy's Tax Corpse as Acquisition WeaponCompetitive AdvantageTax Arbitrage as Structural WeaponOperating PrincipleProfessional Manager Decay Across GenerationsRisk DoctrineNever Cut Back a Committed DealSignature MoveMilken: Four-Thirty AM Cathedral-Builder With No OfficeCapital StrategyVenture Capital Masquerading as DebtSignature MovePeltz: Spittle-on-the-Check Persistence from Near-BrokeSignature MovePerelman: Borrowed $1.9M to a Boeing 727 in Seven YearsCornerstone MoveManufactured Credibility from Thin AirDecision FrameworkContra-Thinking as Default Mental Operating SystemIdentity & CultureForced Savings as Loyalty HandcuffsCornerstone MoveCash Flow Over Earnings as the Only TruthCornerstone MoveBuy the Core, Sell the Pieces, Erase the DebtSignature MoveKingsley: Mount Everest Desk, Twenty-Year Sounding BoardSignature MoveIcahn: Wrestling-a-Ghost Negotiation Until the Last PennyCornerstone MoveOwner's Equity as the Non-Negotiable DisciplineRisk DoctrineNo Cross-Pledging of Crown JewelsSignature MoveDeals Hated, Strategy LovedSignature MoveNever Run Out of Cheque-Writing TimeRelationship LeverageShare the Pie to Keep the TableStrategic PatternEcho Bay Model Then Surpass ItSignature MoveKlosters Mountain as Strategic War RoomIdentity & CultureRefugee Hunger as Permanent EngineCornerstone MoveWritten Memo Then Unanimous Sign-OffIdentity & CultureReturn to Canada Only With SuccessCornerstone MoveBuy Producing Assets at Cycle Bottom, Never ExploreSignature MoveTrust Mining Operators Then Stay AwayOperating PrincipleFocus as Compensation for Ordinary TalentCornerstone MoveBorrow Against the Asset to Buy the AssetDecision FrameworkGeopolitical Disruption as Buy SignalStrategic PatternScarcity Premium as Entry SignalSignature MoveControl Without Majority OwnershipStrategic PatternProfitable Service Over Growth for GrowthOperating PrincipleIncorporating Problem Causers Into SolutionsCapital StrategyMoral Obligation Bond InnovationStrategic PatternBear Hug Takeover StrategySignature MoveRelationship Banking Over Transaction FocusSignature MoveGovernment Partnership During Business CrisisSignature MoveTheater in High-Stakes NegotiationsDecision FrameworkSquare Pegs Into Round HolesSignature MoveCrisis Action Before Complete Data

Primary Evidence

"Early in 1989, I went on the payroll of NGP even though I was still a student. David Albin was on board as the leader of the team based in Greenwich. Working there, too, was a former managing director at First Boston (now Credit Suisse) named R. Gamble Baldwin. Late in the summer, around the same time that the first Equitable meeting was coming together, Richard had called Gamble after reading an Institutional Investor magazine article that rated him the number-one analyst covering the natural gas industry. “How would you like to retire from the banking game, Gamble?” Richard had asked on a cold call to him. “I have these guys, and we may get this money, and I think they’ll need an adult around them.” I think Richard just liked the shock value in cold calling folks."

Source:The Fastest Tortoise - Winning in Industries I Knew Nothing About—A Life Spent Figuring It Out

"At that 1982 session, Joseph and the others drew up a list of the people who were the stars of the M& A world. It included Martin Siegel of Kidder, Peabody; Eric Gleacher of Lehman Brothers; Bruce Wasserstein of First Boston; Felix Rohatyn of Lazard Frères; Ira Harris of Salomon Brothers—and lawyers too, like Martin Lipton of Wachtell, Lipton, Rosen and Katz, and Joe Flom of Skadden, Arps, Meagher, Slate and Flom."

Source:The Predators' Ball

"At that 1982 session, Joseph and the others drew up a list of the people who were the stars of the M&A world. It included Martin Siegel of Kidder, Peabody; Eric Gleacher of Lehman Brothers; Bruce Wasserstein of First Boston; Felix Rohatyn of Lazard Frères; Ira Harris of Salomon Brothers—and lawyers too, like Martin Lipton of Wachtell, Lipton, Rosen and Katz, and Joe Flom of Skadden, Arps, Meagher, Slate and Flom."

Source:Predator's Ball

"Gerry Schwartz and Anthony and those guys look at six deals a week! I hate deals. When I do deals, it upsets me, makes me nervous. I always feel that I’m going to make a mistake. I do them to attain my strategic objectives. It sometimes takes a few deals to get there. But I never do a deal per se. I hate it! It’s a totally different mentality. Yes, I did Lac, but God save me from another Lac. And yet I'll do one next year again— maybe because I have to—for getting Barrick in position. But its a different mindset. Their business is to look at deals, like investment bankers. Gerry’s background was as an investment banker. Anthony had some time at First Boston, the investment bankers. I like people like Bill Birchall and Greg Wilkins and Bob Smith, who have run a business for twenty or thirty years and build permanent entities and value for their shareholders. Different mentality."

Source:The Golden Phoenix : A Biography of Peter Munk

"Bob Greenhill of Morgan Stanley, the late Bruce Wasserstein of First Boston, the late Jim Glanville of Lehman Brothers, Marty Siegel of Kidder, Peabody—all would make celebrated, hard-driving deals, and fortunes for themselves and their firms."

Source:Dealings

Appears In Volumes