Since its inception, Eli Global embraced a contrarian, decentralized business model. The company partnered with great leaders and stepped out of their way, as stated by Lindberg. Eli Global companies operated autonomously and independently, allowing decisions to be made by experts closest to customers rather than by remote bureaucrats in ‘HQ’ who lacked understanding of the business. Under Greg Lindberg’s leadership, the Eli Global corporate headquarters remained small, as the company aimed to empower leadership at all levels.

Eli Global acquired its first company in 2001. Over the years, more than 100 acquisitions were completed across diverse industries, including life insurance, financial services, healthcare services, physician practices, information technology, market research, publishing, business information, collections, distribution and logistics, utilities, automotive services, niche manufacturing, credit management services, and more.

From one employee in 1993, the Eli Global federation of independent companies grew to over 9,000 employees. The company expanded its presence to Europe, the United States, the United Kingdom, Central America, Hong Kong, Australia, and the Middle East. Achieving a 35 percent compound annual growth rate on equity capital, Eli Global attributed its success to both organic growth and acquisitions.

With a group of talented portfolio and business leaders at the helm, the Eli Global companies always did things differently. Leaders maintained a low profile, consistently challenging their teams to learn and grow. The focus remained on the customer, with any leader’s highest and best use being to serve the customer optimally. Eli Global companies refrained from excessive publicity, preferring to let their success speak for itself.

The Eli Global companies constituted a federation of separate portfolios, each with vision and expertise in a specific market sector. Independent, autonomous, and separately managed companies within each portfolio served diverse global market sectors. The emphasis on independence, autonomy, and legal separation maximized management autonomy, accountability, risk management, and diversification.

Eli Global adopted a long-term investment approach, continuing to invest capital in growth industries worldwide. The company utilized proprietary investment origination capacity for this purpose. In the life insurance sector, Eli Global invested permanent capital and refrained from taking dividends, maximizing financial strength for future growth.

The company adhered to a buy-and-hold, long-term permanent capital model, directing a significant percentage of its capital to companies contributing to the greater good, with a focus on healthcare, technology, life insurance, and financial services globally.