Ted Clark, putting it simply, is the man. With his new book, Buy & Build CEO: Leveraging Private Equity to Build a Winning Global Business, he’s put another literary feather in his cap as one of the most premiere communicators in the fields of business, self-help, and leadership advice. “(My previous book) in my opinion, became both a book of thanks to my family and mentors and a vote of confidence for lifelong learning.
ABOUT THE AUTHOR: https://tedclarkauthor.com/
I remain a big believer that educating oneself on the job can reliably serve as a viable alternative to college for many people. I’m living proof,” Clark writes. “But the story didn’t end there. In fact, my life got even more interesting after I became CEO. Thus, the creation of this second book, Buy & Build CEO: Leveraging Private Equity to Build a Winning Global Business.” In an era where winning has become synonymous with snake oil salesman, courtesy of cheap rhetoric and parlor tricks being unfairly tacked, Clark restores honor to the word. He really is an old-fashioned success story, and isn’t shy about reminding the reader this isn’t an isolated phenomenon for the few.
There’s a series of deliberate steps one can take, and from said steps a way of approaching things – particularly problems – that can make or break someone’s chances as prosperous leader. Clark also does a good job of showcasing how maintaining such a position also can have personal roots, as well. “(My partner) was sensitive to making sure that our key executives continued in the combined business and wanted me to stay in an executive capacity. I was happy to consider a short-term role to oversee the integration, but I was also ready to move on to other pursuits. (He) asked me to stay for four years, but I agreed to only two, just long enough to make sure the integration went well.
After all, I had been working hard to build (my enterprise) for over a decade already. At sixty-four years old, I had been a president and CEO at three different companies over the previous twenty-five years. But wouldn’t you know it: In the end—and only because of (my partner’s) enthusiasm and salesmanship—I did stay on those four years. I became chief operating officer (COO) under (his) direction, and together we led a corporate restructuring from five business units to three global business units, organized to drive the growth of our twenty-eight strategic global market segments.”
“I ended my career by working with the great team at H.B. Fuller—the company that had paid $1.6 billion for my buy-and-build thesis baby,” Clark continues. “Indeed I am full of gratitude and pride for the opportunity others gave me.”
It’s this kind of contrition, mixed with an unpretentious writing style, that really sets Ted Clark apart as a nonfiction literary voice. It makes him trustworthy, and it makes him – dare I say it – safe. That’s a rare thing to find with people who hold these kinds of positions, and ascertain that kind of power.