Page 180 - James Caan - The Real Deal
P. 180

The Real Deal



             importance is attached to carrying on the family name, and, now
             that I had become successful, the problem was compounded. The
             name that got written about in the recruitment press wasn’t his
             name. He was proud of me, but he clearly wasn’t proud of my
             choice of name.
                I was a bit ashamed that I hadn’t thought about how he would
             feel. The decision to change my name officially had been one of
             convenience. All my credit cards had been in the name of Caan, as
             were all my assets, and professionally it was how I was known. It
             was only ever a problem when I needed to use my passport as I’d
             check into a hotel as Nazim Khan and pay as James Caan. It
             looked a bit dodgy, so I decided to tidy up what I saw as a small
             administrative problem with a short legal declaration. I hadn’t
             given it any more thought until that conversation with my father.
                I realised that I’d been insensitive and really felt I had let him
             down. It was an absolutely awful moment, and, if I’m being
             completely honest, I did toy with the idea that maybe it was
             something I shouldn’t have done. But it was too late to go back:
             my wife knew me as James, my kids knew that was my name, and
             in the industry I worked in James Caan was a name people
             recognised.
                In recent years a couple of people have accused me of changing
             my name to fit into British society. I tell them that changing your
             name doesn’t help you integrate: it’s not what you’re called, it’s
             what you do and who you are that make a difference.
                Getting cheques for £22,000 was an indication of how well the
             company was growing. When I’d started the business, our average
             fee was £5 or £6k. The economic boom had seen wages skyrocket,
             and we were now getting 25 per cent of much bigger salaries. That
             meant I could still afford to help out staff who were struggling to
             get a deposit together or needed cash for an emergency, but the
             problem with being that kind of boss was that I was seen as a soft
             touch. People knew I was pretty laid-back; and as the expenses




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