Entity Dossier
Company

John Hancock

Strategic Concepts & Mechanics

Signature MoveHelicopter View, Signature Page OnlyCornerstone MoveWire Fifty Million on Trust AloneCompetitive AdvantageAtlantic Canada Thinks Small—Exploit ThatSignature MoveTechnology Moat or NothingStrategic PatternAspiration Interrogation at Every MeetingOperating PrincipleForest Thinker Needs a Tree CounterRisk DoctrinePre-Emptive Divestiture as Political ShieldCapital StrategyTrusts Own Everything, Founder Owns NothingStrategic PatternSpeed Kills Bureaucracy in AcquisitionSignature MoveFully Deployed, Never LiquidCornerstone MoveBuy the Quota, Chop the ShellCapital StrategySwinging for Multiples Not SinglesRisk DoctrineWindfall Redeployment Not Windfall SavingsRelationship LeverageGenerosity as Network CurrencyOperating PrinciplePromise First, Engineer LaterCornerstone MoveDinner Conversation to Billion-Dollar PlatformSignature MoveLodges, Jets, and Yachts as Deal MagnetsSignature MoveVisionary at the Helm, Operator at the WheelCornerstone MoveEquity Stakes for Distribution LeverageCompetitive AdvantageCableLabs Royalty-Free Standards PlayCornerstone MoveStock Architecture to Lock ControlCompetitive AdvantageBlackout as Franchise LeverageCapital StrategyTax-Sheltered Growing AnnuityCapital StrategyInsurance Company Capital Over BanksSignature MoveNever Bet the Whole FarmStrategic PatternWarrants as Industry Coordination CurrencyDecision FrameworkEmpathy as Negotiation ArchitectureSignature MoveThrow the Keys on the TableSignature MoveOwn a Small Piece of a Winner You Can't RunOperating PrincipleDecentralized Cowboys with Centralized BenchmarksRisk DoctrineWhat If Not as Decision FilterStrategic PatternScale Economics as Survival DoctrineSignature MoveAsk One Sharp Question to Crack Open IntelSignature MoveCash Flow Not Earnings as CurrencyCornerstone MoveBuy the System, Pay With Its Own Cash FlowIdentity & CultureIntrovert's Edge Through Listening

Primary Evidence

"John Hancock would later help Risley and MacDonald raise nearly $ 200 million in their failed effort to privatize Clearwater. When I pointed that out, and noted it seemed unlikely John Hancock would have contributed if it had pulled its previous loan, Risley agreed. “Yeah, exactly,” he said. “But that just comes from Colin’s very peripheral understanding of really what was going on, and the fact that I wasn’t taking the time to tell him what was going on.”"

Source:Net Worth - John Risley, Clearwater, and the Building of a Billion-Dollar Empire

"Two years later, the favor was returned. We got a call from a representative at Teachers Insurance, a longtime lender to TCI that still held warrants on our stock. The representative said that Teachers, Travelers, Equitable Life, John Hancock, and the others would be willing to lend $78 million to TCI, one of the largest loans to the cable industry at the time, at a rate nearly two points cheaper than the banks were offering, with much more flexibility. The insurance companies had seen how consistent our returns were over several years and felt confident to commit to a new line of capital for us. We first flew to New York to finalize the paperwork and celebrated, then quickly called a meeting in Denver to give the news to our banks. I’m sure Bob wanted to tell them all where they could go, but I stepped to the front of the room and said politely, “I’m happy to announce TCI has arranged for alternate financing, so it’s going to be possible for any bank that wants to reduce their exposure to do so on a timely basis.” Then we let the banks know that their interest rates weren’t good enough. “From this day forward, the company is a prime-rate borrower,” I said, meaning TCI deserved lower rates than other companies were getting. Five of the seven banks wanted to stay in, and they rewrote their covenants with more flexible terms and lower borrowing rates."

Source:Born to Be Wired

Appears In Volumes