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If you focus on successful cases, you’re getting it wrong. Don’t get me wrong. You’ll learn something. But, if only 1 out of 10 makes it to the riches, you’re leaving 90% of the learnings on the table. You can learn something of any project. Things that went OK. Things that went badly. Things that went really badly. Things that you did right. No questions why there are so many people looking for the next uberization of something. Uber of X, Uber of Y, etc… Copy-cuts that sends you to nothing. Just loosing your money. I know that very well, because I tried to create the next uber of home-services and it cost me a fortune. Not totally unsuccessful, but j*der… quite expensive. Yes, I tried those things. A couple of start-ups, a digital printer company, crypto, stock market, bonds, funds, ETF, funds of funds… Do I regret it? No. Not at all. All these things left on me some learnings. And I finally got it. And not only that… now, I think that I can even show how I do it. Real estate is my thing. I’m sure that everybody can make money if the right tools are provided. If you are surrounded by the right peers. If you have patience. And a method. I talk about my method in the link below. Quickly and to the point. ​Even you can make money in Real Estate​ PD 1: If you liked this email, don't keep it in secret and forward it to a friend. They will thank you enormously one day. PD 2: If somebody has sent you this email and you want to receive emails like this yourself, visit theantagonist.co PD 3: If you want unsubscribe, click the link below. |
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Look. There are many boring industries. Infrastructure is one of them. PPPs are even worse. Long meetings. Technical reports. Risk registers. Governance papers. Contracts nobody wants to read. Very boring. Good. Boring markets are often gold mines. And you know my opinion on this too. The best PPP or major infrastructure project is usually boring too. No drama. No heroic recovery plan. No ministerial crisis. No contractor threatening to walk away. No board meeting that feels like a hostage...
The person across the table is rarely the real problem. The unresolved issue is. But once negotiations get tense, we forget that. We start blaming motives. Questioning competence. Building a case against the person. And from there, everything gets worse. Because when you turn the other side into the enemy, solving the issue becomes almost impossible. Bye, bye, partnership. The better approach is simple: Separate the person from the problem. Be hard on the issue. Clear on the facts. Direct...
January 2018. London. Whittington Hospital. A fire. It was controlled. Patients evacuated. The hospital continued operating. Crisis over? Not even close. The fire exposed a much bigger problem. There were serious disagreements. Condition of the building. The fire safety defects. Who was contractually responsible for fixing them. Etc. The NHS Trust said the PFI company had failed to remedy the problems. The PFI company disagreed. A “mis huevos” (ego battle) situation… Payments were withheld....