Graduating as a civil engineering major, Slim has stated that his mathematical ability and his background of linear programming was a key factor in helping him gain an edge in the business world, especially when reading financial statements.He later expanded into numerous industries including auto parts, aluminium, airlines, chemicals, tobacco, manufacturing of cables and wires, paper and packaging, copper and mineral extraction, tires, cement, retail, hotels, beverage distributors, telecommunications and financial services where Slim's Grupo Financiero Inbursa – which sells insurance and invests the savings, mutual funds and pension plans of millions of ordinary Mexicans.From the mid 1960s to the early 1980s, Slim and his growing family lived a modest life, while earnings from Slim's many businesses were re-invested in expansion and more acquisitions.

Mexico dating 2015-35

Many of these acquisitions were financed by the revenues and cash flows from Cigatam, a tobacco business which he bought early in the economic downturn.

Grupo Carso also acquired majority ownership of Porcelanite, a tile making company in 1990.

As many banks were struggling and foreign investors were cutting back on investing and scurrying, Slim began investing heavily and bought many flagship companies at depressed valuations.

Much of Slim's business dealings involved a simple strategy, which is to buy a business and hang on to it for its cash flow or eventually sell the stake at a greater profit in future, thereby netting the capital gains as well as reinvesting the initial principal into a new business.

In July 1997 Grupo Carso agreed in principle to sell Procter & Gamble de México, a subsidiary of The Procter & Gamble Co., a manufacturing plant in Apizaco and the company's Lypps, Pampys, and other toilet-tissue brands for about In 1999, Slim began expanding his business interests beyond Latin America.

Though the bulk of his holdings still remained in Mexico, he began setting his sights towards the United States for overseas investments.

The number of contracts is fewer than its biggest local competitor, Empresas ICA.

During the same period, Empresas obtained 18 Mexican projects valued at US

Though the bulk of his holdings still remained in Mexico, he began setting his sights towards the United States for overseas investments.The number of contracts is fewer than its biggest local competitor, Empresas ICA.During the same period, Empresas obtained 18 Mexican projects valued at US$1.09billion, including airports, toll roads, hospitals and oil platforms.His conglomerate includes education, health care, industrial manufacturing, transportation, real estate, media, energy, hospitality, entertainment, high-technology, retail, sports, and financial services.He received business lessons from his father Julián, who taught him finance, management and accounting, teaching him how to read financial statements as well as the importance of keeping accurate financial records, a practice that Slim carries on to this day.In addition, his conglomerate structure allows Slim to purchase numerous stakes that it is made nearly recession proof if one or more sectors of the economy do not do well.

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Though the bulk of his holdings still remained in Mexico, he began setting his sights towards the United States for overseas investments.

The number of contracts is fewer than its biggest local competitor, Empresas ICA.

During the same period, Empresas obtained 18 Mexican projects valued at US$1.09billion, including airports, toll roads, hospitals and oil platforms.

His conglomerate includes education, health care, industrial manufacturing, transportation, real estate, media, energy, hospitality, entertainment, high-technology, retail, sports, and financial services.

He received business lessons from his father Julián, who taught him finance, management and accounting, teaching him how to read financial statements as well as the importance of keeping accurate financial records, a practice that Slim carries on to this day.

In addition, his conglomerate structure allows Slim to purchase numerous stakes that it is made nearly recession proof if one or more sectors of the economy do not do well.

||

Though the bulk of his holdings still remained in Mexico, he began setting his sights towards the United States for overseas investments.

The number of contracts is fewer than its biggest local competitor, Empresas ICA.

During the same period, Empresas obtained 18 Mexican projects valued at US$1.09billion, including airports, toll roads, hospitals and oil platforms.

His conglomerate includes education, health care, industrial manufacturing, transportation, real estate, media, energy, hospitality, entertainment, high-technology, retail, sports, and financial services.

.09billion, including airports, toll roads, hospitals and oil platforms.

His conglomerate includes education, health care, industrial manufacturing, transportation, real estate, media, energy, hospitality, entertainment, high-technology, retail, sports, and financial services.