Summary of Raido's A Handbook Of Traditional Living
Everest Media
Disponibilité:
Ebook en format . Disponible pour téléchargement immédiat après la commande.
Ebook en format . Disponible pour téléchargement immédiat après la commande.
Éditeur:
Everest Media LLC
Everest Media LLC
Protection:
Format ouvert - aucune protection
Format ouvert - aucune protection
Année de parution:
2022
2022
ISBN-13:
9781669366430
Description:
Please note:This audiobook has been generated using AI Voice. This is a companion version & not the original book.
Sample Book Insights:
#1 Ray Pagano, the founder of Videolarm, had a life after business when he decided to think about leaving in 2004. He had other interests and passions that he wanted to pursue, and he had a limited number of years to pursue them.
#2 Pagano knew he had to extract himself from the company in order to get a good deal. He knew that as long as he was essential to the company’s operation, he would not be able to acquire other companies. He had to remake the company so that it could function without him if he wanted to get a good deal.
#3 Pagano began giving everyone in the company a tangible reason to take on more responsibility by giving them phantom stock, which would allow them to benefit from any increase in Videolarm’s equity value without having to acquire real stock.
#4 After the sale, Pagano was able to look back and see how much he had changed the company. He had set up an incentive program for the entire workforce, based on achieving certain profit targets for the company and specific goals for each department. The targets were ambitious, but Pagano kept raising the bar.
Sample Book Insights:
#1 Ray Pagano, the founder of Videolarm, had a life after business when he decided to think about leaving in 2004. He had other interests and passions that he wanted to pursue, and he had a limited number of years to pursue them.
#2 Pagano knew he had to extract himself from the company in order to get a good deal. He knew that as long as he was essential to the company’s operation, he would not be able to acquire other companies. He had to remake the company so that it could function without him if he wanted to get a good deal.
#3 Pagano began giving everyone in the company a tangible reason to take on more responsibility by giving them phantom stock, which would allow them to benefit from any increase in Videolarm’s equity value without having to acquire real stock.
#4 After the sale, Pagano was able to look back and see how much he had changed the company. He had set up an incentive program for the entire workforce, based on achieving certain profit targets for the company and specific goals for each department. The targets were ambitious, but Pagano kept raising the bar.