Douglas Heikkinen was in the hyper-driven financial world of the 1980s, in its heyday, with a powerful mentor who demanded his best. He loved it. But after 13 years, changes in the firm—and in himself—he knew the time had come for him to move on. The firm had become too corporate for his liking. An uncertain world of high risk and potentially great reward lay before him. He was thinking like an entrepreneur.
