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Unformatted text preview: / f best th'ing for your doesn't make it any n the 18 years I've been building 1-800-GOT-JUNK?, I've had to make some tough decisions-they come with a hypergrowth business. But no decision I've made was as difficult as one I made in May C a m e r o n H e r o l d j o i n e d 1 - 8 0 O - G O T - J U N K ? i n O c t o b e r 2000. We'd been personal friends for five years beforc then, and he'd developed an impressive track record irt growing businesses and franchising. I thought Cameron could be "the guy" to build us into a billion-dollar, globally adrnired brand, so I took him on as chief operating officcr, putting him in charge of scaling our operations throughout North America. Cameron was a terrific hire. He ancl I hacl a great working relationship, and he had so much passion f<tr thc business (even his licencc plate read "GOTJUNK") that rnany outsiders mistook him for a co-founder. Cameron was cort)- mitted to achieving $ I billion in annual reveltue, and he deserves unbelievable credit for builcling o u r s a l e s f r o m $ 2 m i l l i o n w h e n h c j o i n e d t o $ 1 0 0 r n i l l i o n l a s t y e a r . Still, I had to let him go. IIe was no longer thc right person to lead our operations or exccute on m y v i s i o n . H e w a s n ' t t h c g u y t o t a k e u s f r o n t $ I 0 0 m i l l i o n t o $ 1 b i l l i o n ....
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- Spring '10