Michael Ovitz

And the attendance at the meetings was 100% every time because everyone had, we had so much fun at the board meetings and board dinners that after we sold the company seven years later, we all continued the board meeting.

And the attendance at the meetings was 100% every time because everyone had, we had so much fun at the board meetings and board dinners that after we sold the company seven years later, we all continued the board meeting.

Well, we divided up the list and called, People we had relationships with. So I call Cole and Paul.

Well, we divided up the list and called, People we had relationships with. So I call Cole and Paul.

Well, everything's relationships at the end of the day or the beginning of them.

Well, everything's relationships at the end of the day or the beginning of them.

The whole idea is to make them and then keep them. And if you've made a mistake, that's why you don't want to make a mistake. So I call Cole and Paul, who I knew. And I said, before you say no, you want to have some laughs. And do you want to make a little money? The answer was yes to both. Yeah. And then when I told them, What were you doing? He said, what a hoot. He said, okay.

The whole idea is to make them and then keep them. And if you've made a mistake, that's why you don't want to make a mistake. So I call Cole and Paul, who I knew. And I said, before you say no, you want to have some laughs. And do you want to make a little money? The answer was yes to both. Yeah. And then when I told them, What were you doing? He said, what a hoot. He said, okay.

And I called Henry because I was friends with Kissinger because he was on the board of MGM. I said the same thing to him and he thought it was hysterical. He said, what? I can't do his accent, but it was hysterical. He said to me, what do I know about airplanes and this thick, heavy accent? I said, you're flying them, don't you? And he said, yeah. I said, great.

And I called Henry because I was friends with Kissinger because he was on the board of MGM. I said the same thing to him and he thought it was hysterical. He said, what? I can't do his accent, but it was hysterical. He said to me, what do I know about airplanes and this thick, heavy accent? I said, you're flying them, don't you? And he said, yeah. I said, great.

You'll find someone to sell them to. And we used to stand up at the beginning of each meeting and announce what we'd sold. So like- At the board meetings. At the board meetings. So that was the first thing we did. Teddy'd approve the minutes, 100% attendance. Board meetings were always like five o'clock. Then we all went to dinner.

You'll find someone to sell them to. And we used to stand up at the beginning of each meeting and announce what we'd sold. So like- At the board meetings. At the board meetings. So that was the first thing we did. Teddy'd approve the minutes, 100% attendance. Board meetings were always like five o'clock. Then we all went to dinner.

And, you know, Colin would stand up and say, well, I've sold three G4s to the U.S. Air Force. And Kissinger was saying, I've sold five G4s to this royal family. It was like crazy. You know, I got up, I said, I sold a G4 to two actors and I'd give their names, you know. And everybody did that. And the sales went crazy on the company. And at the end of the day,

And, you know, Colin would stand up and say, well, I've sold three G4s to the U.S. Air Force. And Kissinger was saying, I've sold five G4s to this royal family. It was like crazy. You know, I got up, I said, I sold a G4 to two actors and I'd give their names, you know. And everybody did that. And the sales went crazy on the company. And at the end of the day,

You have two issues with a company like that. Great product, which they had in sales. There is nothing else, you know, and they had great product and we provided the sales. Then he took the company from bankruptcy to a huge sale. You know, to general dynamics.

You have two issues with a company like that. Great product, which they had in sales. There is nothing else, you know, and they had great product and we provided the sales. Then he took the company from bankruptcy to a huge sale. You know, to general dynamics.

Well, first of all, you have to see if there's a visceral connection. That's not anything that's on the list. You know, do you feel some kind of rapport with the person? That's a given and a critical. Okay. The list is amorphous. And, you know, I learned...

Well, first of all, you have to see if there's a visceral connection. That's not anything that's on the list. You know, do you feel some kind of rapport with the person? That's a given and a critical. Okay. The list is amorphous. And, you know, I learned...

A longtime client and a good friend, Marty Scorsese, who's a genius, absolute genius at how he looks at life, the prism he looks at it through, and then how he regurgitates it back into a visual image. His frames, if you pull them out of his movies, could stand on their own as artwork. It's insane, his frames. And he said, I said, when you're looking at actors, what are you looking at?

A longtime client and a good friend, Marty Scorsese, who's a genius, absolute genius at how he looks at life, the prism he looks at it through, and then how he regurgitates it back into a visual image. His frames, if you pull them out of his movies, could stand on their own as artwork. It's insane, his frames. And he said, I said, when you're looking at actors, what are you looking at?