How did some of the most iconic properties in Manhattan come into existence? Want to uncover the audacious vision and sheer determination that transformed the West Side Yards, the Commodore Hotel, and Trump Tower? Step into the high-stakes world of real estate, where perseverance meets calculated risks and where every setback paves the way for grander victories. Join us as we navigate through the thrilling journey of New York's monumental projects!

Trump: The Art of the Deal

Trump doesn't work for the money—he has got plenty. Deals are his art form. While others paint or write poetry, he crafts deals, preferably big ones. His days are fluid, starting early with newspapers and countless calls, and ending late with more calls from home. Structure stifles creativity, so he keeps his schedule loose, with impromptu meetings and an open door.

Monday kicks off with a call to Alan Greenberg at Bear Sterns. They’ve been buying Holiday Inns stock, and now Trump owns over a million shares. Options are open: take control of the company, sell for a profit, or let Holiday buy back the shares at a premium.

At 9:30, Abraham Hirschfeld, a real estate developer turned aspiring politician, seeks advice from Trump. Stick with Cuomo, he tells Abe, and they plan a meeting. By 10, he’s thanking radio host Don Imus for raising money to save Annabel Hill’s farm. A banker had dismissed his help, but a threat to sue for murder got the bank’s attention, and soon, the farm was saved.

Calls and meetings follow. Harry Usher from the USFL discusses a lawsuit against the NFL. Gerry Schoenfeld of the Shubert Organization recommends a job candidate. Anthony Gliedman updates him on the Wollman Rink project. A lawsuit deposition at 2 PM isn’t his favorite, but it’s necessary.

Lunch is a can of tomato juice at his desk. Calls to Sir Charles Goldstein and his sister, a federal judge, fill the afternoon. By 4 PM, he’s choosing Christmas decorations for Trump Tower, opting for a single grand wreath. A call at 5:15 to Henry Kanegsberg of NBC pushes their West Side yards project.

His nine-year-old son calls, and he always takes calls from his kids. By 6:30, he’s home, but calls continue. The next day, he’s on the phone with Ivan Boesky about the Beverly Hills Hotel and Alan Greenberg about more Holiday Inns stock. Meetings and calls about various projects, including a new parking garage in Atlantic City, fill the day.

Wednesday starts with a school visit with Ivana for their daughter, followed by a press conference at Wollman Rink. Calls and meetings go on, including one with Fortune magazine about real estate and new tax laws. A friend, a successful painter, shares a story that confirms his belief that much of modern art is a con. The day ends with a meeting about the West Side yards project.

By Friday, he’s reading about the Wollman Rink in the Times. Meetings and calls continue, including one with a Greek shipping magnate about a potential deal. Late in the day, David Letterman stops by Trump Tower, and they share a light-hearted exchange.

In this whirlwind of calls, meetings, and deals, Trump thrives. It’s not about the money; it’s about the thrill of the deal. And if it’s not fun, what’s the point?

Ever Wondered How a Week Looks Like for a Powerhouse Deal Maker?

Trump's approach to deal-making is simple: aim high and keep pushing. While he may not always get exactly what he wants, he usually comes close. Trump believes that deal-making isn’t about being brilliant; it’s about instincts and courage. He observes that many people with great potential never discover it because they lack the courage to try.

Trump believes in thinking big. Growing up, he watched his father build low and middle-income housing, but he always dreamed of something grander. This drive led him to pursue monumental projects in Manhattan and Atlantic City. One key to his success is total focus, almost a controlled neurosis, which he believes many successful entrepreneurs share. He acknowledges it's not always about a happier life, but it’s effective for achieving goals.

Contrary to popular belief, Trump is not a gambler. He believes in the power of negative thinking—anticipating the worst so he’s prepared. This was crucial in his Atlantic City ventures, where he minimized risk by securing a gaming license before starting construction. Trump also believes in flexibility and having multiple plans for any deal. For instance, when plans for middle-income housing fell through, he turned the site into a convention center.

Understanding the market is crucial for Trump. Like Sylvester Stallone, who instinctively knows what the public wants, Trump trusts his gut over consultants. He gathers information directly from people and makes decisions based on those insights. Critics often miss what the public wants, but his projects, like Trump Tower, have succeeded because they resonated with the target audience.

Leverage is another essential element for Trump. In deals, appearing desperate is a fatal mistake. Strength and leverage—having something the other party needs—are crucial. For example, getting the city to approve his purchase of the Commodore Hotel involved convincing them that its closure would be disastrous.

Location is important, but it’s not everything for Trump. Enhancing a mediocre location through promotion and psychology can create value. Trump Plaza, built on Third Avenue, succeeded because it carried the Trump name and was marketed well.

Generating interest and excitement is vital for Trump. The press loves a good story, so being bold and a little outrageous can garner attention. Even critical stories can be valuable for business. For example, when he announced plans for the world’s tallest building, the media frenzy created immense value for the project.

Finally, delivering the goods is essential for Trump. He believes you can’t con people for long. Like Jimmy Carter, who had the guts to ask for extraordinary things but couldn’t deliver, Trump understands you need to back up your promises with results. Success in business is about more than just promotion; it's about delivering a great product at a reasonable cost.

These principles have helped Trump navigate the complex world of real estate and business, allowing him to achieve significant success while enjoying the process.

Trump's Tenets: A Glimpse into the Deal-Making Mind of a Real Estate Mogul

In college, while Trump's friends were engrossed in comics and sports pages, Trump found himself captivated by FHA foreclosure listings. This unusual habit led him to Swifton Village in Cincinnati, Ohio—a 1,200-unit apartment complex in dire straits, with 800 vacant units, a failed developer, and a government foreclosure. Trump and his father seized this opportunity, placing a minimal bid that was quickly accepted, allowing them to acquire the property for less than $6 million, a fraction of its original cost.

The challenge was immense. The tenants had left the place in shambles, many of them poor families with no experience living in apartments. They often fled to avoid paying rent, prompting Trump to implement a "trailer-watch" to prevent midnight escapes. After clearing out the bad tenants, they invested heavily in renovations, spending about $800,000, which was substantial at the time. They added white shutters and colonial doors, painted hallways, sanded floors, and kept the place immaculate. Cleanliness, as Trump learned early on, can significantly boost value.

Their efforts paid off. Within a year, Swifton Village was fully rented. Success hinged on good management, and they went through several managers before finding Irving—a brilliant but untrustworthy character who nonetheless got the job done efficiently. Despite his dubious background, Irving's ability to handle tenants and maintain the property was unparalleled. He even managed to collect rent from delinquent tenants through sheer force of personality and bluster.

Years later, a tenant Trump respected warned him that the area around Swifton Village was becoming dangerous. Trusting his instincts, Trump decided to sell. The Prudent Real Estate Investment Trust ended up buying the property for $12 million, netting them a substantial profit. The deal closed just in time, as the area soon declined further.

Trump's journey continued in Manhattan, where he moved into a modest apartment on Third Avenue. He joined Le Club, an exclusive social club, where he networked with influential people. One of them was Roy Cohn, a tough lawyer who helped him fight a government lawsuit alleging discrimination in their housing developments. They won the case, and Trump learned the value of fighting rather than folding.

In 1973, Trump set his sights on the abandoned railyards along the Hudson River. Despite the city's financial crisis, he believed in Manhattan's enduring value. He convinced the Penn Central trustees to give him an option to purchase the yards, promoting himself and the Trump Organization—a name that implied greater heft than their small Brooklyn office suggested.

The West 34th Street site, part of the railyards, became a potential location for a new convention center. Promoting it was an uphill battle, but with persistent lobbying and the support of key figures, they eventually won. In 1978, the city and state decided to purchase the site for the convention center.

Though Trump earned less than he deserved from the deal, it was a symbolic victory. However, he was excluded from building the center, and the project suffered massive cost overruns and delays. Despite this, his involvement in promoting the site cemented his reputation.

Ultimately, the experience taught Trump that perseverance, strategic networking, and a willingness to seize opportunities, even in troubled times, can lead to great success.

Can Perseverance and Strategic Networking Lead to Unprecedented Success in Real Estate?

During the period Trump was negotiating deals for West Side yards, he formed a close relationship with Victor Palmieri and his team at Penn Central. Late in 1974, Trump jokingly asked Victor if Penn Central had any other properties he could buy cheaply. To his surprise, Victor mentioned several midtown hotels, including the struggling Commodore.

The Commodore, located at 42nd Street and Park Avenue, was in a prime spot but had fallen into disrepair. Despite its rundown condition, Trump saw potential. With thousands of well-dressed commuters passing by daily, the location was unbeatable. He decided to make a deal for the Commodore, convinced that a transformation could turn it into a hit.

Initially, Trump's father thought the idea was crazy, likening it to fighting for a seat on the Titanic. But Trump was determined. His strategy was to minimize financial risk while bringing in a credible hotel operator and securing a tax abatement from the city. 

Trump approached Victor Palmieri with his interest, and he was happy to oblige, as the Commodore was considered a loser. He then met with architect Der Scutt, who quickly grasped his vision for a sleek, contemporary look. Scutt's enthusiasm and innovative designs were crucial in their presentations to the city and banks.

Next, Trump sought an experienced hotel operator. Hyatt, without a flagship presence in New York, was the perfect choice. After some back-and-forth negotiations, he finally dealt directly with Jay Pritzker, the real decision-maker at Hyatt. They agreed to be equal partners: Trump would build the hotel, and Hyatt would manage it.

In May 1975, they announced their partnership and began seeking financing. Despite showing impressive designs and making compelling arguments, banks were hesitant, primarily due to the city’s dire financial state. To persuade them, Trump played on their moral obligation to support New York’s recovery.

The city eventually granted them a 40-year tax abatement, a crucial factor in securing financing. Equitable Life Assurance Society and Bowery Savings Bank stepped in with loans, driven by their interest in revitalizing the neighborhood.

They decided to cover the Commodore’s old brick façade with a new glass curtain wall, despite criticism from preservationists. This move transformed the hotel’s appearance and reflected nearby landmarks, garnering eventual praise.

The Grand Hyatt opened in September 1980 and was an instant success, achieving high occupancy rates and significant profits. Trump's ongoing involvement ensured it remained top-notch, even leading to a unique agreement that prevented Hyatt from building competing hotels in New York without his permission.

Throughout this journey, the partnership with Hyatt flourished, bolstered by mutual respect and shared goals. The Commodore’s transformation into the Grand Hyatt stands as a testament to vision, persistence, and strategic partnerships.

Resurrecting the Commodore: The Birth of Grand Hyatt and the Reinvention of Midtown Manhattan

In 1971, Trump moved to Manhattan and became fascinated by the Bonwit Teller building at 57th Street and Fifth Avenue. This prime location, an eleven-story building owned by Genesco, captured his imagination. Genesco's legacy was rooted in shoes, but it expanded to retail giants like Tiffany and Henri Bendel. However, a bitter feud between founder Maxey Jarman and his son, Franklin, culminated in Franklin taking control.

In 1975, Trump reached out to Franklin Jarman with an audacious proposal: to buy the Bonwit Teller building. At the time, Trump's track record was sparse, with ongoing projects like the Grand Hyatt and a convention center. Franklin thought Trump's pitch was ludicrous, but Trump persisted, sending letter after letter. Though Franklin never budged, Trump's persistence paid off when financial troubles hit Genesco in 1978.

John Hanigan, a turnaround expert, was brought in to save Genesco. Upon reading about him, Trump called immediately. Unlike Franklin, Hanigan was open to selling Bonwit Teller. They negotiated, but Hanigan suddenly became unreachable. With some help from influential friends, Trump secured another meeting and struck a deal. Genesco owned the building but not the land, which had a 29-year lease. Trump agreed to buy both for $25 million, but he needed more adjacent properties and zoning variances for his envisioned skyscraper.

The final piece of the puzzle came from Tiffany’s air rights, allowing Trump to build a larger structure. Walter Hoving, Tiffany’s owner, was a gentleman of his word and agreed to sell the air rights, despite a booming market that could have fetched higher prices elsewhere. Leonard Kandell, who owned a critical adjacent site, proved to be another honorable man. Trump leveraged an option from Tiffany to negotiate a long-term lease extension with Leonard.

In 1979, rumors about the Bonwit site sale emerged, causing Genesco to hesitate. Trump's earlier letter of intent with Hanigan proved crucial, as it legally bound them to their agreement. By January 1980, they signed the contract, but Genesco demanded a 50% deposit upfront. Despite Trump's lawyers' concerns, he agreed, believing it would expedite the process.

With zoning variances and partnerships in place, Trump Tower began to take shape, featuring a blend of residential, office, and retail spaces. The atrium, adorned with rare rose-colored marble, became a highlight. Despite initial skepticism, it turned out to be a commercial success, attracting top retailers and affluent buyers.

The tower’s allure went beyond its physical attributes. Trump marketed it as the epitome of luxury, appealing to celebrities and international buyers. Its mystique and prime location allowed Trump to set new price records for apartments. 

Trump Tower wasn't just a financial triumph; it became an iconic part of New York City. It symbolized Trump's entry into the realm of high-stakes real estate, blending visionary design, relentless pursuit, and strategic partnerships.

How Did Trump Tower Become an Iconic Part of New York City?

In 1975, a news flash about a Las Vegas strike caught Trump's attention while he was driving. Hilton Hotels' stock plummeted, revealing that two Vegas casinos contributed nearly 40% of their profits. Trump realized even a massive New York hotel couldn’t match a moderately successful casino’s profitability. With his Commodore Hotel project stalling, he explored Atlantic City's potential as gambling legalization loomed.

Atlantic City in 1976 was a ghost town, but speculators were driving up land prices in anticipation of the gambling vote. Trump decided to wait rather than risk buying land prematurely. By 1980, the opportunity arose: a prime Boardwalk site was available amid a downturn in casino fortunes. He negotiated hard, securing the site amidst legal chaos and fragmented ownership.

After assembling the property, Trump faced the daunting task of casino licensing. He hired Nick Ribis, a savvy attorney, and decided to delay construction until securing the license, avoiding the pitfalls of others who faced mid-construction regulatory issues. By leveraging his credibility and patience, they got licensed efficiently.

In 1981, Trump brought his brother Robert from Wall Street to oversee the project, ensuring trusted management. Together, they navigated regulatory processes, secured financing, and began construction. Holiday Inns' Michael Rose then proposed a partnership, offering $50 million towards construction and management expertise. They agreed to a 50-50 profit split and Holiday Inns guaranteed against operating losses for five years.

Construction finished on time and under budget, opening in May 1984 to huge success. Despite management conflicts with Holiday Inns, owning the facility outright in 1986 was a triumph for Trump. Depreciation benefits and personal control made it highly profitable.

In 1985, Hilton faced licensing issues for their Atlantic City casino. Despite heavy investment, they got denied. Trump called Barron Hilton, offering to buy the facility. Negotiations were tough, but he secured the property for $320 million, a huge gamble backed by Manufacturers Hanover Trust.

They opened Trump’s Castle in June 1985, which quickly proved highly successful. Ivana, managing the casino, ensured meticulous attention to detail. Her efforts paid off, with revenues soaring and the facility earning record profits. Trusting his instincts and strategic patience turned Atlantic City into a goldmine for Trump.

Turning Atlantic City into a Goldmine: The Trump Casino Saga

Sometimes losing a battle helps you win the war, as Trump found out at 100 Central Park South. He bought two adjoining buildings in a prime New York location: 100 Central Park South and the Barbizon-Plaza. The initial plan was to demolish both structures and build a luxury condominium. However, the tenants, who were mostly enjoying rent-controlled apartments, resisted fiercely, using legal tactics to delay his plans.

These delays, while frustrating, coincided with a surge in real estate values, inadvertently making Trump's project more profitable. The tenants, led by John Moore, were well-organized and wealthy enough to fund a prolonged legal battle. They formed a tenants' association and hired a law firm to fight their eviction, using every possible tactic to delay the process.

One of the obstacles was the stringent rent control laws that made it almost impossible to legally vacate the building. While Trump could have used aggressive tactics like some landlords do, he chose a more ethical approach, offering tenants help in finding new apartments and financial incentives to move. Still, the tenants claimed harassment and launched a legal battle.

Despite the challenges, the rising real estate market worked in Trump's favor. By the time the legal battles were over, the value of the property had nearly doubled. Trump shifted his strategy to renovating the Barbizon-Plaza instead of demolishing it, which turned out to be more cost-effective and aligned with changing architectural tastes.

Coincidentally, during this time, Trump managed to purchase the nearby St. Moritz Hotel from real estate legends Harry Helmsley and Lawrence Wien. This acquisition allowed him to consolidate operations and increase profitability.

Eventually, the harassment charges were dropped, and Trump settled with the tenants, dropping all eviction proceedings and giving them new leases on their apartments. The Barbizon-Plaza was transformed into Trump Parc, blending historic charm with modern amenities. The project sold out quickly, generating immense profits exceeding $100 million.

In the end, the tenants kept their apartments, the city retained its landmark buildings, and Trump walked away with a substantial profit—a win-win for everyone involved.

Did Losing a Battle with Tenants Actually Help Trump Win the Real Estate War?

Trump has always believed in aiming high, and his foray into the United States Football League (USFL) was no different. When he bought the New Jersey Generals in the fall of 1983, the league was floundering, having lost nearly $30 million. But Trump viewed it as a thrilling challenge and an opportunity to take on the NFL, which he saw as a complacent monopoly ripe for competition.

The first issue was the timing of USFL games—they were played in the spring, away from the prime football season in the fall. Fans love their football in autumn, and TV networks pay handsomely for fall football rights. The first step was to move the USFL season to the fall to attract TV contracts and create a first-class product by recruiting top players.

Two previous leagues had tried to compete with the NFL: the American Football League (AFL) succeeded by signing top players and eventually merging with the NFL, while the World Football League (WFL) failed due to a lack of vision and resources. Trump believed the USFL could succeed by following the AFL’s model of aggressive investment in talent.

He immediately started signing top NFL players to the Generals, including Brian Sipe, Gary Barbaro, and Lawrence Taylor. The excitement around these signings not only boosted the Generals but also inspired other USFL teams. Steve Young and Mike Rozier were among the top college players they attracted, signaling their serious intent.

Trump's campaign to move the USFL to the fall faced resistance from some owners, but he managed to get a majority to agree. However, the NFL pressured TV networks to avoid them, leading them to file an antitrust suit against them. The trial was intense, with their lawyer, Harvey Myerson, delivering a stellar performance, particularly against NFL Commissioner Pete Rozelle. Despite proving the NFL's anti-competitive behavior, the jury awarded them only one dollar in damages—a hollow victory.

The Generals had some bright moments, especially with stars like Herschel Walker and Doug Flutie. However, internal divisions and financial struggles among some USFL owners weakened their position. The league eventually suspended operations, and many of their top players, including Walker and Jim Kelly, found success in the NFL.

Reflecting on the experience, Trump still sees the potential the USFL had. The league's fight against the NFL’s monopoly was a bold endeavor. While the USFL didn't survive, the battle showcased the excitement and talent they brought to professional football. Even now, Trump remains open to the possibility of reviving that competitive spirit in a new league.

Taking on the NFL Giants: A Bold Endeavor of the USFL and Trump's Ambitious Vision for Football's Future

In May 1986, the New York Times reported that the city had decided to restart the renovation of Wollman Rink in Central Park, with a two-year deadline. The rink had been closed since 1980, and despite millions of dollars and six years of effort, it was nowhere near completion. Trump, from his new Trump Tower apartment, could see the dilapidated rink and was appalled by the city's inefficiency. 

He offered to take over the project, but the city's Parks Commissioner, Henry Stern, initially declined. Frustrated, Trump wrote a letter to Mayor Ed Koch, offering to rebuild the rink for free and lease it from the city. Koch responded sarcastically, suggesting Trump donate the $3 million needed. The press, however, rallied behind Trump, pressuring the city to reconsider. 

Ultimately, Trump negotiated a deal where he would fund and supervise the construction, with the city reimbursing him if the rink was completed on time and within budget. Trump hired Cimco, a top Canadian rink builder, to use a reliable brine system instead of the city's faulty Freon system. By October, the rink was complete, under budget, and ready for skaters.

Despite initial resistance, the city allowed Trump to manage the rink temporarily, bypassing further delays. Ice Capades, a top rink operator, ensured its smooth operation, leading to a successful first season with over $1.2 million in revenue, all of which went to charity and the Parks Department. The Wollman Rink became a symbol of the effectiveness of private enterprise over government inefficiency. 

From his Trump Tower apartment, Trump still enjoys watching skaters on the rink, though he admits he'll never join them, lest he fall and give his critics something to laugh about.

Did Trump's Intervention Really Save Central Park's Wollman Rink from Government Inefficiency?

The toughest business decision Trump ever made was giving up his option on the West Side yards in 1979. However, the easiest decision was buying it back in 1985. The West Side yards, 78 acres of prime riverfront property in Manhattan, is arguably the best undeveloped land in America. Trump paid around $95 million, a steal considering the real estate boom in the intervening years.

Initially, the city was skeptical of Trump's middle-income housing proposal, and community opposition was fierce. Banks were also reluctant to finance large-scale developments. So, Trump focused on other projects like the Commodore-Hyatt and Trump Tower.

After Trump gave up his initial option, Penn Central sold the site to Abe Hirschfeld, who partnered with Franco Macri, an Argentine bridge builder. Macri lacked practical experience in New York real estate and made numerous concessions to the city, ultimately crippling his project's economic viability. His Lincoln West project became a cautionary tale of over-promising and under-delivering.

In 1984, Abe Hirschfeld called Trump about Macri's troubles, sparking a long negotiation. Trump agreed to buy the yards for around $100 million. One key reason Macri sold to Trump was a favor he did for him earlier. He signed a letter of intent to sell but later reconsidered. Sympathizing with his struggle, Trump tore up the letter. When Macri finally decided to sell, he came to Trump.

Trump envisioned a different project: taller buildings to maximize river views and a retail promenade along the waterfront. His plan depended on rezoning approvals, and he was prepared to fight for them. He also needed a way to make the project exciting. When he learned NBC was considering relocating, he saw an opportunity. He offered NBC 2 million square feet of space at a competitive price, contingent on a tax abatement from the city.

They announced the Television City project in November 1985, aiming to build the world's tallest building, along with 8,000 residential units and extensive commercial space. The project received mixed reactions but generated significant buzz.

By mid-1986, city planning under Mayor Ed Koch became a hurdle. Koch's administration was plagued by corruption and incompetence. Despite this, Trump made compromises, like moving the skyscraper south, to gain approval.

Helmut Jahn, an outsider architect, initially led the project. But sensing city planners' discomfort with him, Trump switched to Alex Cooper, a well-respected urban planner. Cooper's revised plan added more streets and pedestrian access, making the project more appealing to city officials.

Meanwhile, negotiations with NBC continued. In January 1987, they narrowed their choices to Trump's site and a New Jersey location. Trump proposed a tax-abatement plan to the city, but Koch rejected it, turning the issue into a personal contest. Despite this, public support leaned towards Trump's proposal.

Even if NBC moved to New Jersey, Trump was confident in Television City's success. The project's time would come, and he could afford to wait to do it right. 

In the end, the mark of success is not just what you attempt but what you achieve. Trump's journey with the West Side yards, like many of his ventures, is a testament to perseverance, vision, and the willingness to take calculated risks.

From Risk to Reward: The Triumph and Trials of Trump's West Side Yards Acquisition

Donald Trump thrives in the chaos of his deal-making world. His days are a whirlwind of phone calls, meetings, and spur-of-the-moment decision-making. He doesn't work for the money, he has plenty of that. For Trump, it's all about the thrill of the deal. His approach is simple: aim high and keep pushing. It’s not about brilliance, but about instincts, courage, and thinking big.

One of Trump's earliest ventures was Swifton Village, a dilapidated apartment complex in Cincinnati. Trump and his father transformed the property through renovations and stringent tenant management, eventually selling it for a substantial profit. 

He then ventured into Manhattan real estate with the transformation of the Commodore Hotel into the Grand Hyatt and the construction of the iconic Trump Tower. These projects showcased his ability to seize opportunities, persevere through challenges, and form strategic partnerships.

Trump's foray into Atlantic City was a goldmine. Despite the city's grim state, Trump saw potential in its gambling scene. He secured prime properties, navigated regulatory processes, and managed successful casino operations. His Atlantic City ventures underline his strategic patience and trust in his instincts.

Trump's battle with tenants at 100 Central Park South was a surprising win-win situation. Despite the tenants' fierce resistance to his redevelopment plans, the rising real estate market increased the value of the property. Trump ultimately settled with the tenants, transforming the Barbizon-Plaza into Trump Parc, a successful project that generated immense profits.

Trump's involvement in the United States Football League (USFL) was a bold endeavor against the NFL’s monopoly. Despite the USFL's eventual downfall, it showcased the excitement and talent they brought to professional football. Trump remains open to the possibility of reviving that competitive spirit in a new league.

Trump's renovation of the Wollman Rink in Central Park was a testament to the effectiveness of private enterprise over government inefficiency. His offer to rebuild the rink for free and lease it from the city proved successful, with the rink opening to huge success within months.

Trump's acquisition of the West Side yards in Manhattan was arguably his riskiest venture. He had to navigate a complex network of property rights, city planning regulations, and financial negotiations. Despite the hurdles, Trump persevered, unveiling plans for Television City, a massive development project that aimed to build the world's tallest building.

Ultimately, success is about achieving your vision through calculated risks, perseverance, and strategic partnerships. Whether in real estate or other ventures, staying true to these principles has driven Trump's achievements and will continue to guide his future endeavors.

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