Word: hasan
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Dates: during 1990-1999
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...Tehran government, in its current attempt at moderation, went through public hoops to disavow the sentiments and to regret the loss of life. All of which makes a recent round of Iranian diplomacy more than a little embarrassing. Just before the murderous last spate of bombings in Israel, Hasan Habibi, Vice President of Iran, visited Syria for what amounted to a pep rally for Middle East terrorism. Gathered at Iran's embassy in Damascus were the leaders of such Palestinian extremist groups as Hizballah, Islamic Jihad, the Popular Front for the Liberation of Palestine-General Command and Hamas...
...Hasan, in his Pueblo office--a cavern of polished wood, purple curtains and gleaming chandeliers--concedes that his primary motivation was to force Greaves into a merger, but second, if Greaves still refused, to force Health Net to pay far more into its shadow foundation and thereby reduce the capital it could deploy against QualMed's own California operations. As long as Dr. Hasan pressed the lawsuit, Greaves knew, Health Net had no hope of going public. "It was devastating to us," Greaves says. "My name was in the paper every day as a bad guy, a villain...
Figuring he at least should hear Dr. Hasan's pitch, Greaves met him in April 1993. Health Net was thriving. The year before, Greaves had made a base salary of $658,713 and a bonus of $815,000. Additional pay, including nearly $300,000 from a long-term incentive plan, boosted his total compensation to $1.9 million...
...Greaves began to like Hasan's plan. For one thing, it would allow Health Net to go public instantly, using the already public QualMed as a vehicle. The merger would also create an eight-state network and give both companies an edge in the rush toward consolidation, a fundamental imperative of the new medicine...
...merger also promised a more personal benefit. Under the old medicine, says Dr. Hasan, "the idea was, you don't go into the health-care business to get rich. But that system was very inefficient." Now the reverse is true, he argues. When he took his company public, his holdings became worth $150 million. "We all got very rich," he says, his delight bubbling out in a chuckle. The prospect of such wealth, Dr. Hasan argues, helped managed-care companies draw the best executives, who in turn applied corporate stratagems to compel doctors to become more efficient...