Entity Dossier
entity

Bernie Cornfeld

Strategic Concepts & Mechanics

Signature MoveHelicopter View, Signature Page Only
Cornerstone MoveWire Fifty Million on Trust Alone
Competitive AdvantageAtlantic Canada Thinks Small—Exploit That
Signature MoveTechnology Moat or Nothing
Strategic PatternAspiration Interrogation at Every Meeting
Operating PrincipleForest Thinker Needs a Tree Counter
Risk DoctrinePre-Emptive Divestiture as Political Shield
Capital StrategyTrusts Own Everything, Founder Owns Nothing
Strategic PatternSpeed Kills Bureaucracy in Acquisition
Signature MoveFully Deployed, Never Liquid
Cornerstone MoveBuy the Quota, Chop the Shell
Capital StrategySwinging for Multiples Not Singles
Risk DoctrineWindfall Redeployment Not Windfall Savings
Relationship LeverageGenerosity as Network Currency
Operating PrinciplePromise First, Engineer Later
Cornerstone MoveDinner Conversation to Billion-Dollar Platform
Signature MoveLodges, Jets, and Yachts as Deal Magnets
Signature MoveVisionary at the Helm, Operator at the Wheel
Strategic PatternProfitable Service Over Growth for Growth
Operating PrincipleIncorporating Problem Causers Into Solutions
Capital StrategyMoral Obligation Bond Innovation
Strategic PatternBear Hug Takeover Strategy
Signature MoveRelationship Banking Over Transaction Focus
Signature MoveGovernment Partnership During Business Crisis
Signature MoveTheater in High-Stakes Negotiations
Decision FrameworkSquare Pegs Into Round Holes
Signature MoveCrisis Action Before Complete Data

Primary Evidence

"Bernie Cornfeld,"

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

"“Bernie Cornfeld,”"

Source:The AIG Story

"When he was done, Ted Ashley and I made the presentation of the Kinney offer. At first, our discussion was a litany of numbers, the dollars and cents we would pay for the stock, and the promising financial potential we saw in the studio’s future. This was a typical investment banker’s strategy: stick with us; we’ll make you rich, and then even richer. But, rather untypically, after I had waved the golden carrot, I proceeded to brandish a very sharp stick. I announced that we had taken it upon ourselves to alert the SEC to Commonwealth’s financial shenanigans. And, in another uncommonly aggressive tactic, we had also shared our analysis of the Commonwealth balance sheet with its large institutional shareholders. This was not the way we generally conducted business at Lazard, but the deal was not our usual sort of deal, nor were we up against the usual sort of principals. On behalf of our clients, we could, when it grew necessary, become fiercely pragmatic. Rozet was furious. As he stormed out of the meeting, he paused to shove his face directly up against mine and shout that he would sue me. But it was too late. I knew that Charles Allen and Bernie Cornfeld were too sophisticated and too practical to tie their futures—and capital!—up in a teetering corporation. They would have no choice but to negotiate the best deal they could with Kinney. Which, in short order, they did."

Source:Dealings

Appears In Volumes