How Michael Bloomberg Works
Episode
48 min
Read time
2 min
Topics
Career Growth, Relationships, Investing
AI-Generated Summary
Key Takeaways
- ✓Indispensability Strategy: Bloomberg arrived at Salomon Brothers daily at 7AM before everyone except managing partner Billy Salomon, making himself the default person for after-hours calls and casual conversations. Within two years, he had a direct relationship with the firm's top leader. His framework: identify who runs the organization, then become physically omnipresent and genuinely useful to that person.
- ✓Sell Before You Build: Bloomberg closed his first deal with Merrill Lynch before the product existed, promising delivery in six months with no working prototype. This forced his team to ship under real deadline pressure. The lesson: run sales and development simultaneously from day one, never sequentially, because a paying customer creates accountability no internal deadline can replicate.
- ✓Media as a Subscription Sales Engine: Bloomberg entered radio and television not for media revenue but to drive terminal subscriptions, priced at roughly $22,000 per year. Every news story functioned as a product demonstration. Each broadcast reached potential subscribers during commutes and workouts. The model: use free media content as a continuous advertisement for a high-margin recurring revenue product.
- ✓Small Bets Over Big Acquisitions: Bloomberg's expansion model starts each new venture with minimal capital and a few reassignable employees, avoiding large acquisitions that create irreversible commitment. He explicitly rejected buying FNN for $200,000,000, instead hiring three people to build broadcast capabilities internally. This approach keeps experimental failures cheap and preserves capacity to run multiple simultaneous ventures without overextension.
- ✓Incremental Iteration Over Strategic Planning: Bloomberg describes every major company advance as evolutionary rather than revolutionary, built through daily small decisions rather than multi-year roadmaps. He explicitly compares rigid five-year planning to failed Soviet central planning. The actionable framework: enhance skills daily, make tactical plans for only the next few steps, then observe actual outcomes and adjust one move ahead.
What It Covers
Michael Bloomberg's autobiography reveals how he built Bloomberg LP from a $300,000 investment into one of the world's most valuable private companies after being fired from Salomon Brothers at 39 with $10,000,000 in severance, detailing his frameworks on sales, product development, media expansion, and entrepreneurial persistence.
Key Questions Answered
- •Indispensability Strategy: Bloomberg arrived at Salomon Brothers daily at 7AM before everyone except managing partner Billy Salomon, making himself the default person for after-hours calls and casual conversations. Within two years, he had a direct relationship with the firm's top leader. His framework: identify who runs the organization, then become physically omnipresent and genuinely useful to that person.
- •Sell Before You Build: Bloomberg closed his first deal with Merrill Lynch before the product existed, promising delivery in six months with no working prototype. This forced his team to ship under real deadline pressure. The lesson: run sales and development simultaneously from day one, never sequentially, because a paying customer creates accountability no internal deadline can replicate.
- •Media as a Subscription Sales Engine: Bloomberg entered radio and television not for media revenue but to drive terminal subscriptions, priced at roughly $22,000 per year. Every news story functioned as a product demonstration. Each broadcast reached potential subscribers during commutes and workouts. The model: use free media content as a continuous advertisement for a high-margin recurring revenue product.
- •Small Bets Over Big Acquisitions: Bloomberg's expansion model starts each new venture with minimal capital and a few reassignable employees, avoiding large acquisitions that create irreversible commitment. He explicitly rejected buying FNN for $200,000,000, instead hiring three people to build broadcast capabilities internally. This approach keeps experimental failures cheap and preserves capacity to run multiple simultaneous ventures without overextension.
- •Incremental Iteration Over Strategic Planning: Bloomberg describes every major company advance as evolutionary rather than revolutionary, built through daily small decisions rather than multi-year roadmaps. He explicitly compares rigid five-year planning to failed Soviet central planning. The actionable framework: enhance skills daily, make tactical plans for only the next few steps, then observe actual outcomes and adjust one move ahead.
Notable Moment
When Bloomberg initially rejected entering television three times, dismissing it as irrelevant to his business, he reversed course mid-conversation with a persistent caller — realizing the caller understood the opportunity better than he did. He hired all three proposed employees that same day, which eventually built Bloomberg's entire broadcast division.
Episode Transcript
So there I was, 39 years old, and essentially hearing, here's $10,000,000 and your history. John Guffried, managing partner of Wall Street's hottest firm, told me that my life at Solomon Brothers was finished. It's time for you to leave, he said. I was terminated from the only full time job I'd ever known and from the high pressure life that I loved. This, after fifteen years of twelve hour days and six day weeks. Out. Fired. Most of the 63 partners were asked to stay on as employees of the new company. Not me though, and a half a dozen other guys were pushed out at that time as well. Was I sad on the drive home? You bet. But as usual, I was much too macho to show it. And I did have $10,000,000 as compensation for my hurt feelings. If they had said we had another job for you, I'd have done it in a second. Just as I did at an earlier career turning point in 1979 when Billy and John told me to give up my sales and trading responsibilities and supervise the computer systems area. I was willing to do anything that they wanted. It was a great organization and I would have been happy to stay. I would have never left voluntarily. Afterward, I didn't sit around wondering what was happening at the old firm. I didn't go back and visit. I never look over my shoulder. Once finished, gone. Life continues. So that is from the beginning of the book that we talked about today, which is the autobiography of Michael Bloomberg. It is called Bloomberg by Bloomberg, and he's describing the fact that getting fired was one of the best things that ever happened to him. There's a great line by Steve Jobs that comes to mind where he says that sometimes life is going to hit you in the head with a brick, but don't lose faith. And so Bloomberg said, I didn't look back. He was going to take the 10,000,000 that he got from sale of the company and jump right back into the arena, this time as an entrepreneur. And so Bloomberg grew up working class. His parents didn't have a lot of money. I'm gonna skip over childhood. I wanna go right into when he went to Harvard Business School, and this is right at the end of Harvard. Really, he's not sure what to do after college. Says my two years at Harvard were well spent. Harvard's case method teaching honed my analytical skills and sharpened my communication abilities. The academic standards there were superior, but not what I would call outstanding. There were some very bright students in my class, some classmates I thought not exactly intellectually gifted, and a few that I considered total frauds who could only talk a good game. Those who I thought were smart generally did well later in life. Those who I considered dummies did less well. The …
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