Stephen Murray, founder of CCMP Capital, passed away at the early age of 52. He was raised in Westchester County, New York. He climbed the educational ladder at Boston College where he earned his Bachelor of Arts Degree on wikipedia.org. He also earned a Master Degree in Business Administration at Columbia University in New York. He eventually settled down with his wife and four sons in Stamford, Connecticut.\
In 1984, Murray was hired on as a credit trainee at the New York based Hanover Trust Company. Stephen Murray CCMP Capital then continued to prosper as an invest and made it to have to the title of Vice President by the late 1980s. In 1989, the newly found Vice President joined a private equity and leverage finance unit, which helped strengthen the combination of the two companies. By 2000, JPMorgan and Hanover Trust Company were a part of each other. With all of this work, he was considered a founding partner of the CCMP, which as a spin off of JPMorgan at the time.
The companies prospered very quickly together. With the specialized training the Stephen Murray acquired over the years, the middle market leverage buyouts and growth equity investments grossed over $3.6 billion in one year alone. At the end of 2010, the merger between the two companies became strained due to some complications with the two companies. The banks divested from the companies after being outbid by Blackstone Group LP, KKR and Company, and TRG Capital for a Dublin-based drug maker named Warner Chilcott. This in turn enraged Henry Kravis, the KKR co-founder, who stated to the bank to not compete with the “King of Capital.”
As one of the founders of CCMP, Stephen Murray found it best to sever all ties with JPMorgan as of 2014. He didn’t want his company to be perceived as “favored” to JPMorgan since they were an in-house company and believed that both companies would be better off separated.
Stephen Murray resigned from his Chief Executive chair in February of 2015 due to health reasons. According to many of his colleagues, he was a terrific investor and deal maker.
The CEO of Chicago based Citadel LLC needs no introduction to people who are hooked into the corporate and financial world. The name of Ken Griffin is synonymous with great leadership and outstanding success. As a leader, he has taken Citadel to heights that were previously unimaginable by anyone else. And he did all this in the most efficient way possible, which is another thing for him to be proud of. Ken Griffin has always been interested in imparting knowledge to young entrepreneurs and leaders in the industry who still have years of success ahead of them. In the following points, he shares some unique qualities that transform a leader into something much more –
True Leaders Are Genuine – Ken Griffin of valuewalk.com believes that leaders who are frequently engaged in power plays and sneaky tactics with their members cannot achieve much success. He is of the opinion that good leaders are those who are genuine people. Authenticity cannot be replaced by any number of qualities because it makes a leader human and this is what allows members to gravitate towards that person. Leaders are people who have good and bad sides to their personality, like anyone else. However, this has nothing to do with how authentic they are and how they treat their members.
True Leaders Are Humble – Good leadership abilities come after personal growth and a leader can never lead a company, let alone a small group of people, until they are constantly improving as human beings. Ken Griffin has his family and friends to thank for his constant improvement and it is these people who have kept him grounded and have offered him immeasurable support during his long and successful career.
True Leaders Learn From Their Failures – A leader who is scared of failure and afraid of it would never be able to achieve success, says Ken Griffin. He says that when he started, he had good mentors who guided him out of failures and taught him the value of fear. Fear of failure is good and it drives people forward. The difference between great and average leaders is that the former knows that there is something to learn from failures. It improves and enhances a leader’s experience – both professionally and personally – and makes them take steps that they previously thought was not in their character to follow through. In a way, failure leads to success.
True Leaders Encourage Leadership – Ken Griffin has worked with people who have gone on to become great leaders themselves. This was because he had the unique ability to know who possessed the gift of good leadership and he encouraged these people to become leaders.
Finally, Ken Griffin adds that leaders should also have some good professional credentials which would give them command over their fields and would help their companies do better.