Shane Parrish

Sell it to them for $1.

We are not goddamn crooks.

This is not the way for us to do business.

He brought the same instinct to reading people.

He claimed it was not a big job to size people up.

If you listen to somebody talk for about an hour or two or spend a day or two with them, you've got a pretty good idea of what makes them tick and what their values are and how far they look ahead and what their habits are.

He wasn't always right, but he had a rule for when he was wrong.

He told his nephew, there is no shame in hiring the wrong person.

There is, however, shame in keeping him.

Harrison's next move was to go global, but he didn't start with the biggest market.

He started with the emptiest one.

Wanting to avoid heavy competition, at least for now, he skipped the United States entirely.

American frozen food companies were big, established, and competing for shelf space.

Britain was the opposite.

The British had been eating potatoes for centuries, but nobody was serving them frozen fries.

They started by shipping products from Florenceville.

A local hire traveled to British restaurants, talked his way into kitchens, and let the chefs taste the product for themselves.

By 1965, sales had topped 1 million.

Brits started assuming McCann Foods was a British company.

Then one night in 1967, a flash report came over the radio.