Page 233 - James Caan - The Real Deal
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22 · Serial Entrepreneur



            companies, I had time to think about where I wanted to go next.
            I had met a recruitment consultant at an industry event who told
            me his average fee was £35,000. Ours was £6k or £8k; we had the
            odd £20k fee but consistently to take a £35k fee was phenomenal.
            It was because he worked in the investment banking sector, where
            the salaries are legendary. I decided to investigate if I should start
            a specialist headhunters in the investment market. I could simply
            have started a division within Alexander Mann, but Humana had
            taught me just how powerful my strategy of backing people to run
            their own businesses could be. If I found the right person and
            motivated them the right way, I would create a much better
            business and have a far more lucrative investment.
               For three months or so I immersed myself in the world of
            investment banking. Like any sector, it had its own language that
            needed to be learned, key players who had to be identified and
            gaps in the market that might be exploitable. I did what I always
            did: I met lots of people and asked lots of questions, and slowly
            but surely I built up my own picture of what was needed and what
            would work. I also met the best people in the field and found the
            best man for the task. Like Doug, I gave him equity in the business,
            found him space in Alexander House and was on hand for
            anything he needed. That business was Alexander Mann Financial
            Markets Ltd, and it was soon joined by Alexander Mann
            Technology Ltd and Alexander Mann Finance Ltd, all led by the
            best people I could find who were motivated by a sizeable equity
            stake.
               It didn’t cost me a vast amount to get some of these ventures
            going. The office space didn’t cost me anything because I owned
            the building, the overheads – pay roll, accountancy, etc – were
            covered by in-house expertise, and in some cases the biggest cost
            was actually the chief executive’s salary until the revenue streams
            started kicking in. I could offer new partners an exceptional
            environment in which to be successful at Alexander House and I




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