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Solomon has steered the bank to blowout profits and a record stock price. But with partners quitting and burnout soaring, some insiders say the executive s hard-charging style has come at a cost.
Every summer when he was running Goldman Sachs investment banking division, David Solomon assembled his top lieutenants for two days of off-site meetings.
The gatherings served as a forum for executives, in the language of house renovation, to strip the business down to its studs.
As executives began to rebuild, Solomon cast a critical eye, said a person familiar with many of the reviews. What could be improved? Who s doing it better? What stands in the way of success? How can incremental profit be squeezed?
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