What kind of CEO turns down a third of his sales — and still beats the competition?
Bill Child did exactly that.
He ran R.C. Willey, a home furnishings chain in Utah, with an unshakable but straightforward rule: the stores never opened on Sundays.
Not for holidays. Not for big sales weekends. Not ever.
This wasn’t a marketing gimmick. It was rooted in Bill’s Mormon faith, which holds Sunday as a day of rest, worship, and family.
That conviction came with a steep price.
In many markets, Sunday accounts for 23% to 35% of all furniture sales.
By keeping the doors closed, Bill was willingly walking away from as much as a third of his potential revenue every single week.
For most CEOs, that would be unthinkable. For Bill, it was non-negotiable.
When Warren Buffett came calling to buy the business, Bill had bigger offers from other buyers.
But Buffett promised something the others wouldn’t — that R.C. Willey could keep its Sunday closing policy.
Buffett understood that the right CEO with principle, discipline, and vision is worth more than a few extra points in short-term revenue.
That kind of leadership shapes culture, strategy, and customer loyalty in ways a spreadsheet can’t measure.
Still, Buffett was skeptical about expanding outside Utah with that policy. Markets like Las Vegas and Boise depended heavily on weekend traffic.
But Bill didn’t blink. He offered to personally buy the land, build the store, and take the financial hit if it failed — all to prove his model could work anywhere.
It worked spectacularly.
The Boise store generated $50 million in its first year, nearly doubling Buffett’s expectations.
He was so impressed he shared the story in Berkshire Hathaway’s annual letter to shareholders (“A Managerial Story You Will Never Read Elsewhere”).
Bill Child’s success was not just about furniture. It was about leadership grounded in conviction. He didn’t compromise on core values. He turned them into a competitive advantage, attracting top employees and winning customer trust.
Closing on Sunday forced R.C. Willey to be sharper — better prices, better products, better service — so customers wouldn’t shop elsewhere.
For investors, the takeaway is simple: The right CEO can navigate market challenges, resist short-term temptations, and build a company that thrives for decades.
The wrong one can burn through cash, chase fads, and erode brand trust.
Buffett looks for intelligence, energy, and integrity in a leader. If the person doesn’t have integrity, the first two will hurt you.
Bill Child had all three — and the results speak for themselves.
That’s exactly what we aim to do with every recommendation we make at American Prosperity.
We look for leaders with the vision, discipline, and integrity to steer great businesses through good times and bad — so our subscribers can build wealth with confidence, year after year.
When you find that kind of CEO, you’re not just investing in a business. You’re investing in decades of prosperity.
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Regards,
Charles Mizrahi
Prosperity Insider
