The year after the hotel's acquisition, there was the

The year after the hotel's acquisition, there was the most difficult time in my life. Miraculously, the acquisition was completed, but the aftermath of too high leverage was beyond my control.

I think I've done almost all the cases of financing that exists in Korea at that time, 10 steps from the "I have nowhere else" stage of the general public was a time of squeezing out more. Anyway.

Through the introduction, I learned that he diverted underground funds (not criminal funds). He is a legendary figure who works in Euljiro and buys and sells buildings while wearing a vest. Instead, he talked on the phone for about 20 minutes after having several meetings with a doorman in charge of practical affairs.

I had a hard time scheduling a call and creating an offer strategy. I planned to return 13 billion won in two years if you lend me 10 billion won. It was not just a don't ask plan, but the realization process and collateral structure were all designed and made sexy. I was also a good friend, but the chairman immediately refused after hearing my explanation because I could earn 3 billion won in 3 months rather than 2 years with 10 billion to invest in this.

It was a meeting that ended anyway, but I politely said hello and asked, "Then what on earth is the way to make 3 billion won in 3 months?" He said, "If you're not going to lend me money, I'll learn that and go."
He also explained to me how he made money for about 10 minutes to see if there were few people like me and liked it. After graduating from the business school as a senior, I worked as an elite management consultant for more than 10 years, and I learned more than anyone else in that 10 minutes. This is so valuable information that I didn't tell anyone else. Now that I think about it, I feel like he is a teacher-like character in the 12th stage of the hero's journey.

One of the things I realized then was that the money I earned depends on how I use the most expensive and finite resource I was given "time".

Among the stories Samsung Electronics Chairman Lee Kun-hee told, there is the concept of 'Maha management'. It is possible to increase the speed of fighter jets to some extent through 'improvement' of parts, but Mahara's concept was that in order to cross the wall, the structure had to be torn off and redesigned.

At that time, the market unit price of how much I sell a product called knowledge service as a single-person company was set to some extent, and almost all of the week was filled with schedules. In other words, the top of the sales was closed. It was possible to earn a little more, but in order to earn several times more, I had to rip it all off and redesign it.

Others asked why I was throwing away all the know-how, connections, and resources I had accumulated so far and doing new things, but that was the best and only choice for me.

Last year, I started a publishing company and published a book. But since I released my first book, I have not published my next book. Because doing something else on my own time to make a book makes it much more productive. (Of course, what I learned from publishing a book helped my next business a lot, and I started with that intention.)

I'm in the hotel business now, but hoteliers or developers are not my vision of life. If I get the opportunity to do a bigger business with this resource now, I'll try again without hesitation. I've lived like that, run like that, and when I look back, I find that I've come quite a long way to a bird I don't even know.

Last month, during the all-time boom, hotels and residences recorded their highest sales, and the reservation rate (OCC) remained almost full, so the hotel industry is hitting a certain level of max capa. What other challenges should we take place next year? These days, I keep thinking and preparing for that.