Cincinnati

Strategic Concepts & Mechanics

Signature MoveFewest Best People, Paid Like Owners

Risk DoctrineEthics as Non-Negotiable Survival Floor

Capital StrategyEarnings Rain Down as Alignment

Signature MoveOne Strike on Integrity, Zero on Dishonesty

Cornerstone MoveAcquire Then Infuse the Capcities Operating System

Signature MoveBudget as Sacred Shareholder Promise

Identity & CultureStation on the Tip of an Arrow

Signature MoveTrench-Level Mentoring Not Seminar Delegation

Cornerstone MoveCorrupt Them With Autonomy So They Never Leave

Operating PrincipleNo Corporate Staff, No Excuses

Decision FrameworkMediocre Hires Breed Mediocre Hires

Relationship LeveragePay Consultants to Open Doors

Signature MoveGood Cop While Gibbs Plays Bad Cop

Competitive AdvantageMonopoly Infrastructure as Chokepoint

Capital StrategyHidden Cost of Frivolous Spending

Cornerstone MoveSell Before the Floor, Buy the Next Thing

Signature MoveNever Consider Failure as a Possible Outcome

Risk DoctrineBrierley's Bluff-Bid Brinkmanship Lesson

Cornerstone MovePhone Call to the Top, Then Show Up Anyway

Signature MoveStagger Contracts to Break Supplier Cartels

Cornerstone MoveExclusive Rights as Subscriber Magnet

Signature MoveResign from Everything When Time Becomes the Priority

Signature MoveCut-Throat Competition Even at the Dinner Table

Decision FrameworkRide Winners, Cut Losers at Ten Percent

Identity & CulturePhone Stops Ringing Test of Friendship

Strategic PatternState Broadcaster Arrogance as Opening

Operating PrincipleLucky Timing as Honest Accounting

Capital StrategySubscriber Economics Over Advertising

Risk DoctrineAnimal Intuition to Exit

Primary Evidence

"He said he had figured out how I was able to pull off the hiring of Don Polec so deftly and he put it this way: “Taft, my parent company in Cincinnati, tells me, the manager, what I am going to do. The difference,” he said, “is you tell New York what you are going to do.” And that is pure Capcities."

Source:Limping on Water

"There was no natural connection to the US for New Zealanders until Sky bridged the gap, Tataurangi thinks. His mother was a keen follower of sports and subscribed to Sky. ‘Sky opened my eyes to the PGA Tour,’ he says. He would watch professional golfers play in places like Cincinnati, then he would go and look up Cincinnati to find where it was and to learn more about the course. He says Sky lit the fire for him to go to America, which he did in 1994 when, aged 22, he was the youngest golfer on the tour. The most useful preparation he had, apart from practice, was having watched Sky. Consequently, when Heatley asked him if he would like to play the 2003 AT&T with him, Tataurangi had no hesitation in accepting. ‘Up to that point I was just aware of who Craig was and what he did and that he was a keen golfer, a friend of the game, knowledgeable and he always had a great yarn to tell, which as a young, impressionable person you always remember,’ Tataurangi says. A golf championship—with hours spent together each day through all the hopes and disappointments of a competition—is a fast way to learn someone’s character."

Source:No Limits: How Craig Heatley Became a Top New Zealand Entrepreneur

Appears In Volumes

Limping on Water No Limits: How Craig Heatley Became a Top New Zealand Entrepreneur