One product manager, for instance, was an intra-preneur who had built a multimillion-dollar business inside a larger company. “He had done brilliantly at every aspect of it—product development, marketing, the works,” says Siegel. “But revenues from the business, although they were big, still fell short of what he had projected. So they fired him, even though his only mistake was an overly optimistic sales forecast.” Siegel hired the guy, a move he now calls “one of the best decisions I ever made,” adding that, “in our interview, he said he’d never overestimate financial results again, and he hasn’t.”
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