"Many business model books discuss business models by industry. This is a mistake. You can find the same business model in a totally different industry in a totally different geography."

Sometimes during my interviews with these business leaders, I would discuss what I was observing in their operating model and how it was similar to some other company in some other industry around the globe.  The conversation would often shift and top management would begin probing me for examples of how the other businesses maneuvered through certain operating stress points that they are currently trying to tackle. This was the ultimate validation that I was on the right track of uncovering what was going on below the surface of the organization.

Now Available! 🆕

The Secrets Below The Surface

The Handbook of the Top 10 Business Models in the World

In this book, I will describe the top 10 business models that I uncovered over my career in the financial world. They are not described in any textbook and the names I gave them are a mix of being descriptive and creative. They uncover the inner workings of companies in ways that management may not even realize. Arming you with this knowledge will help you distinguish between one company that is simply limping along with no long-term business plan, and another that is seemingly similar on the surface but is very different and very powerful underneath. You should seek out these powerful companies to work for and to invest in.  They provide their employees with countless more opportunities for career growth, and they provide their investors with superior long-term returns. These are what I call companies with successful business models.

Clifton Isings

Clifton Isings grew up in the colorful and multicultural city of Montreal, Quebec, Canada, Montreal is where he met his wife of 31 years, Cynthia. Early in his life, Clifton moved around several times exploring his interests resulting in him attending 4 different universities in Canada and the United States. He holds a Bachelor of Commerce degree from the University of Toronto, and a Masters of Business Administration degree from McGill University. Growing up, he unknowingly looked at most things as having some kind of hidden ultimate working model of existence. He only later formalized his thinkings in the business world into frameworks in this book. After different employments and entrepreneurial forays in his twenties, he went to work for a large Canadian pension fund as a long-term investor for the retirement dollars of the workers. He started as a summer student at the pension fund of Canadian National Railway and ended almost 30 years later as head of the entire fund. The fund enjoyed tremendous growth over his tenure and moved from a deficit when he joined as a summer student to a large surplus by the time he retired as CEO of the fund.  

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