Risk is the ultimate differentiator. I have always had a deep and complex relationship with it. I am not a reckless person, but taking risks is reall… - Sam Zell

Jay taught me to use simplicity as a strategy. He had an uncanny ability to grasp an extremely complex situation and immediately locate the weakness. He always said that if there were twelve steps in a deal, the whole thing depended on just one of them. The others would either work themselves out or were less important.

I told David, “Go look at every store and its entire inventory, who we would sell it to and what we would get for it, in case the deal goes south.” It was a basic fire-sale analysis — what we’d get in the worst-case scenario if we had to liquidate the company. David came back and said, “We’d get 80 percent of our purchase price back.” So I knew that what we had to lose was 20 percent.

In very short order, we were able to persuade Blackstone to raise its bid to $48.50 a share for a total of $20 billion, plus $16 billion in debt, or $36 billion total. I insisted that our agreement include an unusually small breakup fee so other potential bidders wouldn’t be discouraged. The typical breakup fee is up to 3 percent of the selling price, but I set ours at $200 million — around 1 percent of the offer’s equity value. Obviously, this didn’t sit well with Blackstone, but it was not negotiable.