Entity Dossier
Person

George

Strategic Concepts & Mechanics

Cornerstone 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 ListeningRelationship LeveragePay Consultants to Open DoorsSignature MoveGood Cop While Gibbs Plays Bad CopCompetitive AdvantageMonopoly Infrastructure as ChokepointCapital StrategyHidden Cost of Frivolous SpendingCornerstone MoveSell Before the Floor, Buy the Next ThingSignature MoveNever Consider Failure as a Possible OutcomeRisk DoctrineBrierley's Bluff-Bid Brinkmanship LessonCornerstone MovePhone Call to the Top, Then Show Up AnywaySignature MoveStagger Contracts to Break Supplier CartelsCornerstone MoveExclusive Rights as Subscriber MagnetSignature MoveResign from Everything When Time Becomes the PrioritySignature MoveCut-Throat Competition Even at the Dinner TableDecision FrameworkRide Winners, Cut Losers at Ten PercentIdentity & CulturePhone Stops Ringing Test of FriendshipStrategic PatternState Broadcaster Arrogance as OpeningOperating PrincipleLucky Timing as Honest AccountingCapital StrategySubscriber Economics Over AdvertisingRisk DoctrineAnimal Intuition to ExitIdentity & CultureCalifornia Sky EntrepreneurshipSignature MoveNever Judge Wealth by AppearanceCornerstone MoveUpgrade the Stage, Keep the Craft PureCompetitive AdvantagePartner Who Covers Your Blind SpotSignature MoveCounter as Fixed-Point ObservatoryStrategic PatternHideout Prestige Over Visible LocationSignature MoveSeating Diplomacy as Silent ServiceCornerstone MoveBootstrap Through Regulars, Not LocationCompetitive AdvantageEarly IT Adoption for Analog BusinessSignature MoveCelebrity Treated as Regular CustomerOperating PrincipleCombine Experience With TheoryIdentity & CulturePaper Napkin Ideas Over BoardroomsRelationship LeverageKunto: Invisible Influence Over TimeStrategic PatternObsession Follows AdmirationSignature MoveControl Freak Construction SupervisionOperating PrincipleConstruction Site as CEO BattlegroundCapital StrategyOpening Spectacle as Marketing InvestmentStrategic PatternCelebrity Positioning as Market StrategyStrategic PatternLandscaping as Building CamouflageSignature MoveDetails Drive Profit DoctrineCornerstone MoveCopy-and-Improve Blueprint AcquisitionSignature MoveSite Positioning as Make-or-Break DecisionOperating PrincipleExceed Expectations Service PhilosophySignature MoveManagement by Walking Around ObsessionCompetitive AdvantageBuzz Creation Over Basic AmenitiesSignature MoveOpening Date as Immovable DeadlineCornerstone MoveExclusive First-in-Market Positioning

Primary Evidence

"Moments later, I looked in the rearview mirror to see George, having recovered his composure, smirking at me. That is how I remember my friend decades later: smiling mischievously, always ready for our next adventure. George and others taught me that the friends you make are the measure of your life. And even the people you leave behind, you never really lose, because those moments are preserved in memory, and they fortify the bonds of friendship over time and space."

Source:Born to Be Wired

"The threat of the float being kiboshed never became public but it caused two weeks of great anxiety behind the scenes amid furious letter-writing by both parties’ lawyers. Heatley was affronted on behalf of his friends. Although he and Sheffield were just getting established, Tapper and George’s reputations were impeccable. But the official held a powerful position and because the market already knew that the float was imminent, if Rainbow’s partners could not persuade him that the company’s forecasts were genuine, the float would have to be cancelled. If that happened, the partners’ names might forever be tainted by the association."

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

"It was a time of absurdly easy credit, particularly for companies that had a track record and strong personal relationships with bankers. ‘The Bank of New Zealand would lend us anything,’ George wryly observes. ‘The bankers almost became personal friends.’ Businessman Alan Gibbs, who would become an investor in Heatley’s next project, Sky Television, describes the mid-eighties as a crazy, speculative period. ‘Between the drop in the exchange rate [after the 1984 election] and the sharemarket crash in October ’87, New Zealand had the biggest boom in its history and one of the biggest booms anywhere,’ Gibbs says. ‘Everybody’s share price went through the roof. You could make dough out of anything.’ Some companies that had depended on import licensing for their monopolies proved to be unprofitable once genuine competition appeared. As they faltered they were picked up cheaply by the new corporates. The behemoth Brierley Investments Ltd (BIL) was expert in that field. Atlas Majestic, the first stock that Heatley had purchased as a boy, was one of the companies that Gibbs took over."

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

"Tapper and Margaret George had loyally hung on to their Rainbow shares, thinking that as founders and owners they should do so. Their personal stakes, which had less than a year before been worth a small fortune, were now much reduced. ‘If I had my time again, I’d sell on the way through,’ says George. It had been an amazing ride but, just like that log canoe a mere three years earlier, it seemed things were quickly coming off the rails."

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

"George would time his visits to eat sushi with his wife’s absence, so he was always alone at the counter. It seemed he didn’t know what to do with himself. Every time, he would bring a paperback into the store, and at some point, this changed to Amazon.com’s e-book device, the “Kindle.” It was the year the Kindle was released, so this was 2007. When George was sitting at the counter reading a book on the Kindle, another customer sitting next to him started a conversation. When this customer asked, “How’s the new Kindle?” George began speaking as if to say “I’m glad you asked.” “Not very good. It’s hard to use. I wonder if the people who made the Kindle understand what reading is,” he said, and he quickly began proposing his own “Kindle improvement ideas.” The masterpiece moment was that Greg Zaar, who was sitting next to George at the time, was the person in charge of Kindle development."

Source:Steve Jobs' Chef (translated)

"Until that day in 2007, we didn’t really know what Greg was doing. It just so happened that George, who was using a Kindle at the counter, sat next to him, and through their conversation, the mystery was quickly solved. Greg found an enthusiastic Kindle user, and I remember the conversation between the two that night was quite lively. I think it was an amusing scene to witness. When I recall the image of Greg, who hid his identity and listened earnestly to George’s complaints, it still makes me chuckle. Incidentally, George promptly purchased the second-generation Kindle when it was released, and his dinner companion during his wife’s absence became the new e-book device. He seemed satisfied, saying “The points I made were properly improved.”"

Source:Steve Jobs' Chef (translated)

"Even before concluding the deal with SAB in 1969, Sol had identified Plettenberg Bay as a potential jewel on the future tourist map of South Africa. The first time he set eyes on it, Plett was a tiny village near the Port Elizabeth (now Gqeberha) end of the Garden Route, which runs primarily from George to Storms River. The village comprised a short main street with a tiny stone church, elevated above two spectacular ocean bays on the southern side. A mountain range to the north curved around the sides of the village until it touched the sea. Cradled by the mountains, this little gem overlooked an ocean replete with whales, dolphins and other exquisite marine life. A small peninsula divided the two bays at the point where the Piesang River trickled – and sometimes gushed – into the sea."

Source:Sol

Appears In Volumes