Entity Dossier
entity

Toronto

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
Risk DoctrineNo Cross-Pledging of Crown Jewels
Signature MoveDeals Hated, Strategy Loved
Signature MoveNever Run Out of Cheque-Writing Time
Relationship LeverageShare the Pie to Keep the Table
Strategic PatternEcho Bay Model Then Surpass It
Signature MoveKlosters Mountain as Strategic War Room
Identity & CultureRefugee Hunger as Permanent Engine
Cornerstone MoveWritten Memo Then Unanimous Sign-Off
Identity & CultureReturn to Canada Only With Success
Cornerstone MoveBuy Producing Assets at Cycle Bottom, Never Explore
Signature MoveTrust Mining Operators Then Stay Away
Operating PrincipleFocus as Compensation for Ordinary Talent
Cornerstone MoveBorrow Against the Asset to Buy the Asset
Decision FrameworkGeopolitical Disruption as Buy Signal
Strategic PatternScarcity Premium as Entry Signal
Signature MoveControl Without Majority Ownership
Competitive AdvantagePioneer Buyer Leverage With Manufacturers
Capital StrategyAsset Rich Cash Poor as Permanent State
Relationship LeveragePersonal Intelligence Network Before Every Meeting
Signature MoveIrish Whiskey and a Handshake to Close
Cornerstone MoveSwallow Competitors Whole When Cash-Poor
Identity & CultureLoyalty Repaid With Loyalty
Decision FrameworkNon-Refundable Deposits as Commitment Theater
Cornerstone MoveTurn Cost Drains Into Cash Machines
Signature MoveScrew the Bankers, Let's Do It
Signature MoveCasting Director Not Operator
Strategic PatternProduction Over Exploration Immunity
Cornerstone MoveDouble the Bet on the Last Roll
Signature MoveCliff-Edge Comfort as Strategic Weapon
Signature MoveKeith Stanford's Briefcase as Survival System
Strategic PatternMonopoly Through Sequential Acquisition
Cornerstone MoveInfiltrate the C-Suite, Bypass the IT Department
Signature MoveStock Price Talk Gets You Donut Duty
Cornerstone MoveSleeper Apps Smuggled Past Carrier Gatekeepers
Decision FrameworkConlee Vacuum and Decision Drift
Signature MoveTuesday Noon Grilling Then Tuesday Afternoon Explosion
Identity & CultureDual Loyalty Hires as Organizational Wedge
Strategic PatternAmbiguity as Competitive Weapon
Cornerstone MoveTrojan Horse Licensing to Neutralize Rivals
Risk DoctrineCarrier Fee Dependency as Fragile Moat
Operating PrincipleRemove Think Points Until Invisible
Signature MoveThree Times Before It's an Order
Signature MoveMeetings as Scripted Corporate Theater
Cornerstone MoveEight Days to 850 Seats at Expo 67
Cornerstone MoveFree Delivery When Everyone Charged for Taxis
Strategic PatternRide the Living Room Revolution
Competitive AdvantageQuiet Revolution Tailwind
Operating PrincipleTrain From Dishwasher to Rotisseur
Signature MoveWorkers Smuggled In Chicken Ovens
Identity & CultureAthlete's Composure Under Commercial Fire
Signature MoveA Busy Kitchen Doesn't Move — Dishes Do
Signature MovePermanent Renovation as Operating State
Competitive AdvantageMother-of-the-Family as Brand Anchor
Signature MoveBosses on the Spit, Never in the Office
Cornerstone MoveSauce in a Packet: Recipe as Retail Product
Signature MoveEmployee Ideas Built Into the Equipment
Cornerstone MoveTV Ads for a 78-Seat Chicken Shop
Capital StrategyLandlord as Silent Banker

Primary Evidence

"Despite the rancour and arguments back and forth, the result was overwhelmingly in favour of electing Risley’s board; more than 82 percent of the votes cast were for the alternate slate of directors. “We killed the vote,” Derrick Rowe recalled. “Vic Young called the mayors, the unions. We called the shareholders. Who votes? Shareholders. We were in Toronto and Montréal.... They were in the union halls.”"

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

"Paddick and Risley met to discuss the deal with Keeping at Joso’s, a seafood restaurant in Toronto’s ritzy Yorkville neighbourhood. It ended up being a very expensive fish dinner for Risley. As the asking price crept north of US $ 50 million, Paddick sensed it was giving Risley pause. Ultimately, though, Risley wasn’t deterred by an extra $ 5 million. “You know what, Brendan? Ten years down the road, if $ 5 million is the difference between whether this was the right call or the wrong call, we shouldn’t be doing this deal at all,” Risley told him. “Let’s do it.’”"

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

"Barrick Resources’ first gold mine was about to be acquired. It was the Renabie mine near Wawa, Ontario. The deal was that Barrick would merge with Sungate Resources of Vancouver, which owned a 100-percent interest in the Renabie mine. The merged corporation would be known as Barrick Resources Limited. When the merger was completed in September 1983, Cullaton Lake Gold Mines of Toronto bought, from the merged company, a 50-percent interest in the Renabie gold mine."

Source:The Golden Phoenix : A Biography of Peter Munk

"When I married Melanie I said to her, “Darling, we may have a lovely house in London, and an English country place and a Swiss ski chalet, but our home is Toronto. That’s where we're going to bring up our kids. If you marry me, just remember that.” I wanted to be sure that my children weren't nomads. Georgian Bay and Toronto, that’s where we belonged. There was never any doubt that I would come back, once the foundation was safe. I couldn’t come back with all the negative publicity and with all the debts. So, I had to come back, but I had to be prepared for a couple of bad years. That meant that I had to come back to Canada with success behind me."

Source:The Golden Phoenix : A Biography of Peter Munk

"Within a few days, Jones was on his way to meet with Rutledge at his firm’s office in Buttonville Airport, northeast of Toronto. Rutledge greeted him warmly, then set the first rule. Before negotiations began for Sealand to acquire his company, Rutledge wanted a guaranteed non-refundable deposit of $500,000. No matter how the negotiations proceeded and whether or not a purchase deal was reached, Rutledge would pocket the $500,000. Rutledge also set a negotiating deadline. If a deal was not reached within ninety days of Rutledge receiving the deposit, discussions would be cut off and Rutledge would retain the half-million dollars."

Source:One Hell of a Ride - How Craig Dobbin Built the World's Largest Helicopter Company

"BlackBerry: The Inside Story of Research in Motion, Toronto, Key Porter, 2010, pp. 115–"

Source:Losing the Signal

"Neither shock nor rupture in this decision made in agreement with her mother, but rather a happy event: the birth of her son in 1970. True to family tradition, the young mother preferred to devote herself entirely to the education of her offspring. Without diminishing this original motivation, another, more diffuse yet just as compelling, drives her to leave the St-Hubert fold. “Who would I be without the family business?” This is the question that has always haunted her. This project, which was her parents’ and which she inherited by default, shaped her childhood. But it suddenly became burdensome. Too simple, too predictable. Business? In truth, she fell into it when she was little, without really choosing. Hence this irrepressible need to break free, to go in search of herself and discover new horizons. She therefore followed her husband for two years to Toronto, then for fourteen months to Quebec City. Back in Montreal, she fulfilled her dream: to pursue a DEC in visual arts at Cégep du Vieux-Montréal. A recipient of a piano award, she took flute lessons—an easier instrument to carry. The artist within her had finally spread her wings. Claire was even about to start a bachelor’s degree in printmaking at Concordia University. But all this is now in the past, as she is back at the Pont-Viau headquarters. The rotisseries have finally caught up with her."

Source:St Hubert: 50 Years of Great Success

Appears In Volumes