As William Sullivan walked to his car to begin the commute home after a long day at work, he considered the different options before him. As the CEO of the Texmark Real Estate Company (TexREC), Sullivan was concerned about the future of the company he had been leading for four years now. During this time, TexREC had enjoyed considerable success, nearly doubling the value of assets under management to $7.5 billion; however, the rapid growth also meant new challenges for the company. Sullivan was focused on finding new lines of business and untapped markets with the potential for high risk-adjusted returns, including potential expansion overseas if the right opportunity presented itself. Sullivan innately understood that finding the right talent to lead such initiatives was a crucial first step.
Zollinger, M., & Pamidimukkala, R. (2017). Balancing competing corporate objectives: The case of Texmark Real Estate Company. Cornell Real Estate Review, 15(1), 50-57. Retrieved from: http://scholarship.sha.cornell.edu/crer/vol15/iss1/16