Donald Trump’s proposal to transform Gaza into the “Riviera of the Middle East” has surprised world leaders, but this idea is not new to the former president. His approach to urban revitalization, particularly in Atlantic City during his early career, offers valuable insights into his methodical and sometimes controversial business strategies. Trump’s vision for Gaza, reminiscent of his ambitious projects in Atlantic City, highlights his overarching goal of fostering hope and development through grand, name-bearing enterprises. Yet, his methods, while initially captivating, often involve high-risk, high-reward gambits that balance on charm, persistence, and a willingness to push boundaries.
The story of Trump’s involvement in Atlantic City began in the late 1970s when gambling became legal in the coastal resort. By the first year, casinos generated $134 million in revenue, attracting the attention of Trump, who saw an opportunity to expand his empire. While some locals were skeptical—resistances often led to feuds over property deals—Trump’s persistence paid off. The Trump Plaza opened in 1984, followed by Trump’s Castle in 1985 and the opulent Trump Taj Mahal in 1990. These projects were milestones in Trump’s career, characterized by his signature flair for the dramatic, as he frequently promoted them as groundbreaking achievements.
Despite their grandeur, these casinos faced financial struggles, culminating in bankruptcy in the early 1990s. However, Trump’s ability to attract investors and manipulate financial systems allowed him to survive. His publicly traded company, Trump hotels & Casino Resorts, went public in 1995 with a ticker symbol that mirrored his name—D.J.T. By the time it filed for bankruptcy in the early 2000s, the company had accumulated significant debt. Yet, Trump’s protégés and associates, like Nicholas Ribis and Andrew Weiss, noted his extraordinary ability to sell his vision to others, often despite clear financial-red-flag scenarios.
Trump’s success in Atlantic City cannot be attributed solely to his charm. His vast network of connections, coupled with an uncanny ability to inspire loyalty and silence critics, played a significant role. Individuals who worked closely with him, such as Barbara Res and Alan Marcus, recalled his tendency to denigrate others to assert dominance while promoting his own interests. This combination of tactic and personality allowed him to achieve extraordinary results—even if they were short-lived.
Trump’sathlon Business Approach
Today, Trump’s proposal for Gaza mirrors his Atlantic City strategy: leveraging the potential for transformation through high-profile development. He suggests funding the project through contributions from wealthy neighboring countries, such as Saudi Arabia or Qatar. However, his suggestion has already been met with skepticism, as these nations have shown little enthusiasm for the idea. Despite the lack of clear funding avenues, Trump’s ambition remains unchanged—whether it’s through Metodo, Dubai-styleprojects or Atlantic City-scale megaprojects.
What remains consistent in Trump’s approach is his unwavering focus on his own success, often prioritizing personal gain over long-term sustainability. As Marcus noted, Trump’s actions are always shaped by the question, “What’s in it for me?” This sentiment explains his ability to repeatedly reinvent himself and his projects, even when faced with obstacle after obstacle.
Ultimately, Trump’s proposal for Gaza underscores his onResponse method: to Imagineer a bold vision and then navigate the political and financial complexities to make it reality. While his past projects in Atlantic City teach us that such ambitions often result in significant risks andSetbacks, they also highlight his unique ability to inspire change and reshape environments. Whether or not his vision for Gaza materializes, it reaffirms the central theme of his career: Donald Trump’s unwavering belief in his ability to remake the world in his image.
