""The company is at a key inflection point and we cannot afford to let the Board and management be diverted from our progress and plan by creating a dysfunctional and destabilizing environment." — Heinz, Jun 2006. "I said to another CEO...who had called me and inquired about Nelson, that if I were to form the board today, Nelson would be one of the first Directors I’d ask to serve because he is an insightful, communicative, enthusiastic, energetic and available Director." — Bill Johnson, Heinz CEO, Mar 2008. "Trian has chosen this path [a proxy contest] with the potential to disrupt our Company at a key stage of execution against our plan" — DuPont Press Release, Jan 2015. "I have the highest regard for Nelson Peltz... Since becoming CEO of DuPont, I have talked many times with the Trian team and appreciate their insights on strategy and operations, as well as the collaborative and productive manner in which they have engaged with us." — Ed Breen, DuPont CEO, July 2017. "[P&G] is in the best position to continue building a better Company without adding Mr. Peltz to the Board...Now is the time to focus on accelerating results, and prevent anything from derailing the work that is delivering improvement." — David Taylor, P&G CEO, Aug 2017. "From day one, Nelson has been a focused, collaborative member of P&G's Board. Working in concert, Nelson and the Board have constructively provided perspective and expertise to help me and P&G's senior leaders navigate a challenging external environment and maintain long-term competitive advantage for the benefit of many stakeholders. I'm grateful for his service and the collaborative partnership we've developed over the past few years..." — David Taylor, P&G CEO, Aug 2021."
Callouts & quotes from 37,061+ activist slides
Every emphasised callout and every pulled quote, extracted slide-by-slide. Search by keyword, filter by slide type or by source.
""The company is at a key inflection point and we cannot afford to let the Board and management be diverted from our progress and plan by creating a dysfunctional and destabilizing environment." — Heinz, Jun 2006; "Trian has chosen this path [a proxy contest] with the potential to disrupt our Company at a key stage of execution against our plan" — DuPont Press Release, Jan 2015; "[P&G] is in the best position to continue building a better Company without adding Mr. Peltz to the Board...Now is the time to focus on accelerating results, and prevent anything from derailing the work that is delivering improvement." — David Taylor, P&G CEO, Aug 2017; "I said to another CEO...who had called me and inquired about Nelson, that if I were to form the board today, Nelson would be one of the first Directors I'd ask to serve because he is an insightful, communicative, enthusiastic, energetic and available Director." — Bill Johnson, Heinz CEO, Mar 2008; "I have the highest regard for Nelson Peltz... Since becoming CEO of DuPont, I have talked many times with the Trian team and appreciate their insights on strategy and operations, as well as the collaborative and productive manner in which they have engaged with us." — Ed Breen, DuPont CEO, July 2017; "From day one, Nelson has been a focused, collaborative member of P&G's Board. Working in concert, Nelson and the Board have constructively provided perspective and expertise to help me and P&G's senior leaders navigate a challenging external environment and maintain long-term competitive advantage for the benefit of many stakeholders. I'm grateful for his service and the collaborative partnership we've developed over the past few years..." — David Taylor, P&G CEO, Aug 2021"
""The company is at a key inflection point and we cannot afford to let the Board and management be diverted from our progress and plan by creating a dysfunctional and destabilizing environment." — Heinz, Jun 2006; "Trian has chosen this path [a proxy contest] with the potential to disrupt our Company at a key stage of execution against our plan" — DuPont Press Release, Jan 2015; "[P&G] is in the best position to continue building a better Company without adding Mr. Peltz to the Board...Now is the time to focus on accelerating results, and prevent anything from derailing the work that is delivering improvement." — David Taylor, P&G CEO, Aug 2017; "I said to another CEO...who had called me and inquired about Nelson, that if I were to form the board today, Nelson would be one of the first Directors I'd ask to serve because he is an insightful, communicative, enthusiastic, energetic and available Director." — Bill Johnson, Heinz CEO, Mar 2008; "I have the highest regard for Nelson Peltz... Since becoming CEO of DuPont, I have talked many times with the Trian team and appreciate their insights on strategy and operations, as well as the collaborative and productive manner in which they have engaged with us." — Ed Breen, DuPont CEO, July 2017; "From day one, Nelson has been a focused, collaborative member of P&G’s Board. Working in concert, Nelson and the Board have constructively provided perspective and expertise to help me and P&G’s senior leaders navigate a challenging external environment and maintain long-term competitive advantage for the benefit of many stakeholders. I’m grateful for his service and the collaborative partnership we’ve developed over the past few years..." — David Taylor, P&G CEO, Aug 2021"
"Since the ascent of Vincent Bollore to the Chairmanship of Vivendi, the company's strategy has evolved, with Vivendi taking significant but non-controlling stakes in a number of companies - including Telecom Italia (23.94% stakes), Mediaset (28.8% stakes), Ubisoft (26.6% stakes) and Fnac Darty (11.27% stakes) - seeking to penetrate the boards and influence the direction of these companies. Vincent Bollore's strategy has recently faced higher obstacles due to government interests or other large shareholder blocks which opposed Vivendi's moves (e.g. Telecom Italia). Governance risks faced by minority investors at each of these companies will be centered on the alignment of interests with Vincent Bollore. With Vincent Bollore typically seeking board representation by accruing a sizable stake, but one which does not trigger a requirement for a mandatory bid, a bid premium may not be forthcoming. Vincent Bollore effectively controls Vivendi despite holding only 20% of the shares. This influence comes courtesy of a double voting rights provision and the placement of key Bollore allies in senior leadership roles at Vivendi. His interests may dominate board decisions, all the more so that the audit and pay committees lack full independence. This is particularly concerning in light of the apparent poor track record of Vivendi with regards to ethical behaviour; which include allegations of corruption, editorial interference, related party transactions involving other entities of the empire and executive misconduct. This may indicate that the board's functions to effectively oversee and control management decisions in the interests of the investors' base are indeed hindered. — MSCI ESG Research LLC, June 21, 2018"
""Ultimately, we think that a typical point that we run will mature to a point where it's got a very, very solid consistent number of pets that'll treat on a weekly basis, and we're estimating that it takes roughly a little over a year to get to that point. And in a slow environment, it could take upwards of 18 months to get there." — McCord Christensen, CEO, PetIQ; "If you look at the right side of this chart, this shows the clinic rollout schedule as we've organized ourselves internally. For 2018, we believe we'll open between 20 and 30 locations; 2019, 80 to 120; and you can see the schedule out through 2023 to be able to have over 1,000 locations operating by the end of 2023." — McCord Christensen, CEO, PetIQ; "This is kind of mechanical in nature, but if I am looking at the way you discussed adjusted net income and excluding, I guess the clinics primarily, before you were using clinics have been open or now opened for a year, now that's shifted to what seems to be 18 months. Why that shift?" — Brian Nagel, Oppenheimer & Co.; "Yes. Brian, this is John. That's a great question and thanks for bringing it up. We looked at ourselves internally, and we said, we've been messaging all along that the maturity model on our clinic whether it's our new wellness center or when we enter into new markets or with new retail partners, the maturity model is 18 months. So, therefore when we evaluate the same-store sales add-back it should be looking at the exact same way." — John Newland, CFO, PetIQ; "As Cord mentioned, we expect [to] open more than 80 new wellness centers in 2019 beginning in Q2 with a vast majority of wellness centers opening weighted towards the second half of 2019." — John Newland, CFO, PetIQ"
"And then can you talk a little bit more about the profitability in your clean energy business and with PWRcell? I mean you mentioned that you were profitable. I think that was an EBITDA comment, but I want to clarify that. And can you talk at all about the gross margins for your clean energy business? Where roughly will they be by the end of 2021 in comparison to your overall gross margin? And just how should we think of it more on like a 2 to 3-year basis as you continue to ramp? — Roth Analyst. Yes. Ross, it's York. So yes, making very good progress on gross margin optimization, a lot of focus on the bill of material, a lot of focus on supply chain. And you're right. Leaving the year here in 2020, in Q4, we were profitable. That was a nice landmark or a milestone for the start-up business being profitable in Q4. But throughout 2021, yes, we do expect to ramp up our gross margins to somewhere in the mid-30% range. So that's relative what we do, almost 40%, I guess, high 30s here, gross margin for 2020. So close to the company average by the end of 2020 is the plan. And then obviously, we're going to be ramping up our operating expenses to really go fast after this market. So expecting EBITDA margins to grow throughout the year as well, along with gross margins, maybe hitting double digits there by the end of the year for EBITDA margins. — CFO York, Q4 2020. Today, clean energy, just thinking storage, that is a profitable business today. We haven't quoted exactly what margin profile is. It's profitable today. But over time, over the next call it, few years, that will also grow into that mid- to high teens EBITDA margins as well. So we've got a road map and a path to get there. — CFO York, Q3 2021"
""There's a lot of people right now that can help you accelerate that process that have decades of experience with PSR, whether it's Jim Vena or Sameh Fahmy or other people that have a lot of experience that would be willing ... to come in on a 3-month, 6-month consultancy basis to accelerate to help the existing team." — Amit Singh Mehrotra, Deutsche Bank AG (Aug. 17, 2022); "We brought in somebody. We brought in Paul Duncan from another railroad. And you see the impact that he's had on our franchise. We changed out our VP of Transportation, you see the impact that that's had. Now we understand PSR." — CEO Alan Shaw, Deutsche Bank 2022 Transportation Conference (Aug. 17, 2022); "Do you think you need to bring in PSR expertise to handle some of that network resiliency that seems to be the thing that PSR does, right?" — Kenneth Scott Hoexter, BofA Securities (Oct. 25, 2023); "Look, I've been CEO for 1.5 years ... We've refreshed our Operations' leadership. We've implemented a new operating plan. We've launched a brand-new strategy something that's never been done in this industry ... We brought in a number of outsiders and leadership roles ... I believe we've got the right team going forward." — CEO Alan Shaw, Q3 2023 Earnings Call (Oct. 25, 2023); "John is a deeply respected and accomplished leader, and is the right chief operating officer to ensure execution of our strategy of balancing safe service, productivity, and growth ... I have full confidence Norfolk Southern is positioned to execute our ground-breaking strategy, leveraging our unique franchise strengths." — CEO Alan Shaw, Press Release: Norfolk Southern appoints industry veteran John Orr as chief operating officer (Mar. 20, 2024)"
""Sometimes it was hardware issues—an issue with the fluidics of the system. There are a lot of pumps and syringes. Other issues were related to the fact that the software was constantly updated internally, so we kept releasing new versions of the software. And so, in the field, you could have up to two or three updates of the software per year. First of all, that required quite a lot of training of the users in the field, but also` of our field application scientists. The people that needed to train the customers were also under constant pressure of learning every new aspect and function of the software, and then they had to teach the customer. Usually, that is something that, even for big and complex machines like microscopes or fluorometers, that rarely happens. You rarely have two or three major software updates per year. I think that was one of the things that were slowing down the process of making super-users or achieving the level of proficiency in the use of the machines because there was a lot of change constantly." — Former BLI scientist; "The other problem that we have is that there's constant change in both the software version that's being deployed or supported, there are hardware changes, and so we feel like—we get to where everything's been updated, we're ready to start running the experiment, something goes wrong, they come out to maintain the instrument, and it's like, "Oh, by the way, we've changed the software again. We're going to update the version." And then it's something different, and so, we have to go back and kind of start over and say, now how does this version of software function? What sorts of bugs are we going to find?" — Former BLI scientist"
"“From a competitive situation, IDT has still got a great business. GenScript still has a great business. You see multiple new competitors start in this space. I think there are going to be some challenges coming up in the future. GenScript has been around since before Twist, and they've done fairly well in growing. There are some new ones springing up,” — Longtime executive in Twist’s space; ex-founder of a key competitor. “I would personally be more worried if I were Twist about the companies that are coming online with the desktop gene printers as well as some of the new enzymatic DNA methods. I think the enzymatic DNA methods will replace the oligo pools produced otherwise because it’s going to be super cheap. But then whole genome sequencing is getting so cheap. Why would you do pools anymore if you get the whole genome for $100? There’s no use buying something to do a panel, which will cost $20 when the whole genome is $100. So, I’d be worried about enzymatic DNA synthesis. I’d be real worried about the price of whole genome sequencing.” — Longtime executive in Twist’s space; ex-founder of a key competitor. “The antibody business that they’ve embarked on...what they’re doing is no different from about 45 other companies. Distributed Bio, which is now part of Charles River—both of those companies are younger, and both of those are making much more money and far more profitable than Twist. And you’ve got to ask the question, why is that? They’re focused, they have a better product, and they have a higher quality discovery system. Twist is going to have a really big challenge in the marketplace.” — Longtime executive in Twist’s space; ex-founder of a key competitor."
""Hey, Cord, just to kind of clear up a couple of things. Can you let us know for the quarter what percentage of your sales or product came from the gray market, and it related to how your relationships have changed for better for worse over the past few months with the animal health companies in terms of now that you own VIP, is there any way to qualify that?" — Bill Chappell – SunTrust; "Yes. We've tried to answer this question numerous times over the last few months and I'll try and put it to that once and for all.... if you take the isolated items that we distribute where we're supporting animal health manufacturers, 2% -- less than 2% of our current product that we distribute would be considered secondary sourced or gray market as you referenced it. We would have a little bit less than 8% today based on our Q1 results that we'd be done through what we're calling an authorized distributor. For a designated distributor, where an animal health manufacturer has asked us to purchase through a specific distributor partner as their authorized distributor. The balance of the product that we distribute we have direct relationships with the manufacturers that we are in multi-year contracts and those terms are significantly better than what they've been historically with the companies. And it has put us in a place where we've never had stronger relationships with the company. So roughly 90% of our distribution business is through a direct relationship with the animal health manufacturers. Very different than the rumors or are things that have been implied out in the marketplace about how the company is currently being supported." — McCord Christensen – CEO, PetIQ"
""Instead of pegging itself as a thermostat maker, Ecobee wants to become a leader in the larger-but still nascent-connected home business. It's a tall order for a company with no platform of its own, working in an overhyped corner of the tech industry. But Lombard is optimistic, setting a goal of $1 billion in revenues by 2020." — Fast Company, Oct 24, 2016; "So far, the singular focus has served Toronto-based Ecobee well. Thermostats are the most popular type of self-installed smart home devices, according to The NPD Group, and Ecobee-whose revenues have been doubling every year-is not far behind Nest in sales." — Fast Company, Oct 24, 2016; "Nest generated about $340 million in sales last year, according to three people with knowledge of the matter. That's an impressive figure for a company in the very nascent market of Internet-connected devices." — CNBC, March 30, 2016; "Generac chief executive officer Aaron Jagdfeld said his company was paying 4.5 times ecobee's last 12 months revenue. 'Strategically we think we're getting a great deal,' he said. 'It really fits well with where we're going, powering a smarter world ... with a focus on energy conservation and the grid of the future.'" — Globe & Mail, Nov 1, 2021; "Yes. No, good question, Phil. And again, we're really excited about this one. Now ecobee's quite a bit bigger than that. So they're about probably closer to $125 million in revs and that's supply chain constrained, to your point on chips, they could be going higher than that, but they do have, as you would imagine, some supply chain constraints there. They're working through those like we all are." — Q3 2021 Conference Call, Nov 2, 2021"
"“Back in 2018, I think up until about the end of 2019 or early 2020, HIMS remained completely asynchronous. And they preferred it that way because it was a lot more cost effective... I actively avoided synchronous consultations, but they guilted me into doing some...It didn't work with the flexibility I needed. And I think that's still a big problem.” — Former HIMS Physician; “In an uncomplicated patient, a doctor or a nurse practitioner could run through a chart in about two minutes, right. So, you could get through 30 to 40 charts in an hour...Some patients might take 10 minutes, but those are pretty rare.” — Former HIMS Physician; “If you [are trying to get ED pills and] put in the questionnaire that you have high blood pressure or high cholesterol, something like that, it will reject you. It will seem like you had a provider visit, and the system will say you're not a good candidate for this, please talk to your regular primary care provider. But, the customer could also go right back in and change those answers, and then the system would let you through.” — Former HIMS Executive; “I mean, there's incentive for them to keep providers on board who probably have higher approval.” — Former HIMS Physician; “One of the things that I didn't quite realize when I first ventured into this universe is that all of these companies are tech companies. Their product is healthcare, right. And prescribing and prescriptions and medicine. But at the core, at the heart of it, they are all tech. Right? Like, I think that I work for a telehealth company and do telemedicine, but really, I work for a tech company and the product is healthcare.” — Former HIMS Physician"
""Enabling technologies to us, we're big believers that this is going to be important for the future. We're very excited about Mobius. That - we launched that at our sales meeting, and we're very excited about the potential of that being part of the enabling solution portfolio." — CEO Lobo, FY 2019 Conf Call, Jan 2020; "So we're actually trying to ramp our capacity of Mobius, which is, as you know, a mobile CT scan and really the only one in the market that's mobile, and they're using it for coronavirus. So we're actually ramping that capacity." — CEO Lobo, Q1 2020 Conf Call, April 2020; "Listen, we're thrilled with the Mobius acquisition. We bought a terrific technology. Our biggest challenge, honestly, has been scaling up the manufacturing. So we've had very, very high demand for Mobius. It was a small company based in Shirley, Massachusetts, and we're just -- large challenges really scale up. And it's the same challenge we've had, frankly, with TSO3, which is the sterilizing company that we've bought." — CEO Lobo, Q3 2020 Conf Call, October 2020; "Mobius was like over $200 million, you have to be pretty optimistic with what you think your revenues are going to be. And so that sells the deal and the price you want to pay for it, and gets you approval for the funds. And that's why I was telling you, it's a bit of a slight game internally in order to get the funds... We didn't realize how long training time and how manual the process this was, and supply chain and the parts, some of the lead times were almost a year to get components of this very highly electronic, specific parts for this." — Former M&A Professional on Mobius, Spruce Point Interview."
""Investors in PFE have been battered twice in the last 2 weeks - the first came with danuglipron's failure (oral GLP1),the second with the new guidance. No doubt there was an element of capitulation... In other words, despite a year of major underperformance, it's hard to say PFE's a "buy." Some credibility has been lost, and the near-term catalyst path is not a strong one." — Wolfe, December 14, 2023; "Given the high number of questions we have received on EPS and margin dynamics and the implications for 2025 results, we do not see today's update as a clearing event. Today's update essentially should provide a floor on COVID estimates and EPS, in our view. However, there remains a significant amount of uncertainty on what is driving 2024 margins & EPS so low (i.e. whether this is due to depressed COVID guidance or there is an issue with the core business margins, or a mix of both). And based on our conversations, we expect that investors will have a hard time stepping into the story until they gain further clarity." — JP Morgan, December 13, 2023; "But we don't have much conviction in the outlook, making it tough to pound the table even from these levels... Level Of Confidence In Management - Our confidence is not the highest for several reasons. PFE provided guidance on many parameters but in retrospect much of it is proving to have been too optimistic, is no longer supported, and resulted in two reductions in guidance in 2023. We were not fans of the Seagen acquisition from the start, given that each of the key assets has associated questions, making the outlook less than clear, particularly given the price paid." — TD Cowen, January 4, 2024"
""Investors in PFE have been battered twice in the last 2 weeks - the first came with danuglipron's failure (oral GLP1),the second with the new guidance. No doubt there was an element of capitulation... In other words, despite a year of major underperformance, it's hard to say PFE's a "buy." Some credibility has been lost, and the near-term catalyst path is not a strong one." — Wolfe, December 14, 2023; "Given the high number of questions we have received on EPS and margin dynamics and the implications for 2025 results, we do not see today's update as a clearing event. Today's update essentially should provide a floor on COVID estimates and EPS, in our view. However, there remains a significant amount of uncertainty on what is driving 2024 margins & EPS so low (i.e. whether this is due to depressed COVID guidance or there is an issue with the core business margins, or a mix of both). And based on our conversations, we expect that investors will have a hard time stepping into the story until they gain further clarity." — JP Morgan, December 13, 2023; "But we don't have much conviction in the outlook, making it tough to pound the table even from these levels... Level Of Confidence In Management - Our confidence is not the highest for several reasons. PFE provided guidance on many parameters but in retrospect much of it is proving to have been too optimistic, is no longer supported, and resulted in two reductions in guidance in 2023. We were not fans of the Seagen acquisition from the start, given that each of the key assets has associated questions, making the outlook less than clear, particularly given the price paid." — TD Cowen, January 4, 2024"
"Today, the Microsoft Cloud is differentiated and is leading with industry and cross-industry solutions and our opportunity is to take Nuance's momentum and add Microsoft Cloud for Healthcare. Six months ago, we introduced the Microsoft Cloud for Healthcare, which brings together the breadth of our offerings and adds new capabilities, customizations and standards unique to the industry. Nuance and Microsoft complete the end-to-end patient-provider workflow, capturing the patient interaction, converting into clinical documentation and conducting follow-up actions. Together, Nuance's momentum and growth in these key areas, paired with Microsoft's scale across the enterprise, will increase our total addressable market and expand our AI leadership. Nuance will double our TAM in healthcare provider space and increase our TAM across healthcare to nearly $500 billion [ph]. This acquisition brings our technology directly into the physician/patient loop, which is central to all healthcare delivery. The acquisition will also expand our leadership in cross-industry enterprise AI and biometric security. Nuance is a recognized leader in conversational AI for intelligent customer engagement through interactive voice response, virtual assistants and voice biometrics. Most importantly, together, we will drive increased customer benefits by augmenting the Microsoft Cloud for Healthcare with Nuance and by combining Nuance's deep enterprise AI expertise with the Microsoft Cloud, we will deliver powerful next generation services and accelerate the growth of Nuance's business and drive growth across our complete tech stack. — Microsoft / Nuance Deal Presentation"
""I can state unequivocally that the insight Mr. Fahmy has provided to our senior management has been exceptionally valuable and has already translated into millions of dollars of costs savings to CSX." — James M. Foote, CSX President and CEO – Jul. 23, 2018; "Sameh's focus, energy and passion for outstanding performance played a key role in KCS' success, and he is leaving behind a strong and capable cross-functional team that he helped to recruit, develop and mentor." — Patrick J. Ottensmeyer, KCS president and chief executive officer – Oct. 13, 2021; "He contributed to our successful Tier4 launch strategy, helped define a RailConnect360 vision built on railroads' processes and needs, and was part of the team behind our Movement Planner win with BNSF. Sameh also had the thought leadership for the 'self-aware train' concept, and helped build partnerships with other industry vendors to start delivering on its components. We've relied on Sameh as a trusted advisor and expert in railroad operations, costing and value." — Dave Tucker, VP Commercial at GE Transportation – Jan. 15, 2016; "[His] role was integral to the company and involved his review of vendor relationships, cost containment, inventory reductions and the overall revamp of the supply chain process. [...] in addition to supply chain, he gained responsibility for both the engineering and mechanical aspects of the business. In this new role as SVP, Engineering, Mechanical and Supply Management, he quickly undertook substantial efforts to further improve CN's performance." — E. Hunter Harrison, former CSX President and CEO and former Canadian National Railway COO and CEO – Aug. 2, 2017"
""My history with Berkeley Lights goes back to around 2016. At that time, I was at [company name redacted] Pharmaceuticals. One tool was supporting our pipeline programs, and the second was used more for research and development, proof of concept antibody discovery efforts. We purchased two at [company redacted] and one at [company redacted]." — Gilead scientist; "The senior staff has brought it up. So far, to date, I've declined to recommend a purchase for Gilead. The reason is right now, we don't have the pipeline to warrant it. We can't justify the current expense based on the number of FTEs we have in the cell line development team and the number of programs running through from research...it's a capital request that I don't necessarily need to put in at this moment." — Gilead scientist; "If the senior Gilead staff came to me and said, here's $5 million, the internal pipeline still can't justify that expense. . So, there are different things that I would use the money." — Gilead scientist; "I haven't done a call for Berkeley Lights in four to six months. Maybe I wasn't a good enough reference in terms of sales of the unit, and they found another target to use for that. I don't know the reason for it; I have not gotten too many calls recently." — Gilead scientist; "If they don't continue to allocate resources to further develop the technology, there are competing technologies coming along that can hack into what is already a somewhat limited market. I've been on calls with early-stage companies with competing technology. They're not there yet, but there are other companies looking at that space very intelligently." — Gilead scientist"
"“We find it odd management believes value can be created by separating the business into two mature companies... We think one of the most interesting statements in the Darden release was the following one: ‘A spin-off will also allow us to target our efforts and investments on value creation opportunities that may be material to a stand-alone Red Lobster but not to Darden overall.’ Management did not elaborate on this value-creation opportunity during the conference call, but we believe monetizing the real estate Red Lobster owns may be impactful for shareholders.” — KeyBanc, December 20, 2013; “On the day Darden’s strategic plan was announced, the stock closed down 4% to $51. This didn’t exactly strike us as a vote of confidence in management’s plan to create value. Two days later, Starboard Value announced a 5.5% position in the company and the stock rallied 6%. For the most part, the stock has traded sideways since then, until rallying 3% on the news that Starboard retained former Olive Garden president Brad Blum to serve as an advisor in its battle against Darden. The takeaway from stock action and, in our opinion, sentiment since 12/20/13 is the stock rallies when there is movement toward replacing management and sells off when management publicly digs their heels in.” — Hedgeye, February 24, 2014; “Moving forward with Red Lobster sale or spin. Unless the separation helps drive a significant improvement in operating results, we don’t envision this being very accretive to valuation. Mgmt has previously stated standalone RL will do mid-to high single-digit EBIT growth, a target that appears aggressive.” — Oppenheimer, March 3, 2014"
""Programming is usually done by the rep. I have a programming computer, but the reps do it all day long. Legally, ethically, appropriately, the rep is supposed to meet the patient in my office. The reality is that some of them meet at the patient's house. They're not supposed to do that. They'll go to their house and they'll hook up their programmer and they'll program right there." — KOL; "Who has more experience programming the device - me or somebody who spends their entire life programming stimulators? Being a stimulator rep is not like being a pharma rep selling Viagra. You have clinic hours. It's a very unique sales position. You actually have patients. You actually come into clinic. I'll walk by a room and go, oh, Mike the rep is in room three and he's programming somebody. Cool, I didn't even know. I can make recommendations to reps but they're really the experts in programming." — KOL; "If a patient is not responding or the pain comes back, I have the rep come talk to them. They can check in a rough way whether the leads have moved so in most cases, they get an X-ray of the leads before they come in so they have a better idea of how to program it. If it's just that the therapy has diminished, then Nevro has a special group of clinical specialists that manage those cases remotely and guide the representatives on what to do if they cannot solve the problem themselves. Now, if everything is in place and everything is functioning as expected, but a patient is not getting pain relief, that's when they start trying other programs and they start engaging the Therapy Optimization Team as Nevro calls it." — High volume Nevro implanter"
""It’s like racketeering or something, right? That’s what it feels like...I’m sure other surgeons have used some pretty dramatic words...they’re playing like mafia-style...very deliberate and a thug-style way of getting things done...I would call him Waleed’s enforcer. He’s someone you wouldn’t be surprised to find out is knee-capping people...you see those movies where the guys go around and collect their protection money. That’s what he reminds me of - the guy who’s going around to collect the protection money." — Transplant surgeon at a high-volume academic center; one of TransMedics largest customers; in process of moving to another device. "You should see Waleed arrive at conferences. They show up in these blacked-out cars...and you think the president is showing up. It’s like three blacked-out SUVs. They all get out. They all look the same in their suits. Yeah, it’s like Waleed and his secret service, but it’s the TransMedics folks." — Executive at a leading OPO (Organ Procurement Organization), industry veteran. "There’s so much that’s going to be found out. Do you know everything that’s going on with the OIG and the DOJ and the IRS?...it’s deeper than [the Washington Post], and I’ll let you know because I’ve been interviewed for it...here’s all the drama. I recently interviewed with the Department of Justice, the OIG, and the IRS. And with the DOJ out of Washington and out of New York...and then the state attorney general is getting involved in this as well because if there’s Medicare fraud...and probably the most prominent attorney general that’s getting involved is Virginia." — CEO of a major OPO, longtime industry executive."
"Like I said, a pretty healthy guy otherwise. He was at dinner with his wife, and all of a sudden, he got diaphoretic, sweaty. Kind of said, I'm not feeling very good, clammy and diaphoretic. His wife happened to be a nurse. And she said, if you don't feel well, let's go home. So, on their way home, he was really just somnolent, not feeling good. They get home, and she happens to have a BP machine at home that also checks heart rate and sats. She checks it and his heart rate is just off, and she's checking his pulse, and it's irregular. And so, she's worried that he's having a heart attack. Obviously, she calls 911. They take him into the hospital, hook him up, and it's clear as day that he's got an arrhythmia, and they thought maybe he was a-fib because his dad had a history of a-fib but upon further review by cardiology and electrophysiologist saw him, and they're like, oh yeah, he's got a long QT. And so, with the family history of a-fib, they're like, well, this is not a-fib. And they were going through all the medicines like that, anything new, medical history. They kind of said, hey, this is a newer medicine that you said. The cardiologist was pretty astute. He kind of looked up the info and said, hey, this medication can actually cause that, and I don't know necessarily that that's what caused it, but certainly something to talk to your neurologist about. So, they work him up. He gets discharged and follows up with me. He's like, hey doc, this is what happened. And then I'm like, whoa, okay. In that case, the first thing is we're going to stop that medicine and see how things play out. So, obviously, we did. — Prescriber #15"
""Additionally, earlier this week we and ADS entered into an agreement to an amendment to the previously announced agreement with GFL environmental and GFL is now contracted to purchase all anticipated regulatory divestitures for $863.5 million." — Waste Management Q2 Earnings Call. "I think we have -- let's start with the ADS transaction that we all talked about and had a call on. I think from the ADS perspective, we are ready to hit the switch. From an integration perspective, we spent -- obviously, we're in a constructive relationship with ADS and Waste Management. We spend a lot of time on planning to make sure that this goes smoothly. We have a full road map to actually get this done from an integration perspective, and we're just truthfully waiting to get the final DOJ sign-off so Waste Management can close theirs and then we can close our transaction 5 days later with them." — GFL Q2 Earnings Call. "Important factors that could cause actual results to differ, possibly materially, from those indicated by the forward-looking statements include, but are not limited to, the risks and uncertainties inherent in the Acquisition and in our business, including, without limitation: the occurrence of any event, change or other circumstances that could give rise to the termination of the Acquisition Agreement; the failure to satisfy any of the conditions to the consummation of the Acquisition, including but not limited to, the risk the U.S. Department of Justice may prohibit, delay or refuse to grant approval for the consummation of the Acquisition on acceptable terms, or at all;" — GFL New "Forward-Looking" Risk Factor Added On DOJ."
""We agree with Elliott's assessment that there is more upside potential in the refining business, on both capture and opex, and we think Elliott's presence itself could refocus management towards this business." — J.P. Morgan, April 8, 2025; "Where we agree with Elliott that PSX is undervalued - at current levels we see no value for refining in the share price at current levels, under our integrated DCF analysis." — Wolfe Research, April 25, 2025; "We prefer a spin, or large selldown of non synergistic assets as we believe the volatility in Refining EBITDA swamps growth in more stable premium segments, keeping stability seeking midstream investors away." — Bank of America, April 25, 2025; "Despite the noise, expect that Elliott's pressure to execute on these targets will be a strong positive for the stock." — Piper Sandler, November 29, 2023; "We think PSX's 1Q25 results will have a mixed impact on near-term share price performance... the market may interpret the bad news as good news because it will give more support to Elliott's case and thus provide a potential catalyst to the shares." — Scotiabank, April 25, 2025; "We suspect Elliott's updated position will result in PSX having to find additional ways to close the refining performance gap vs large cap peers... A M/S spin seems like easiest to execute...A sale could be a more beneficial outcome, though requires a willing suitor." — T.D. Cowen, February 12, 2025; "Here Elliott sees Midstream assets as potentially worth ~$50B, assuming a ~10x multiple on synergized '26E EBITDA... We agree with Elliott on valuation disparity." — Citi Research, February 13, 2025"
""Just candidly, there's a fundamental lack of healthcare expertise, like really fundamental deep healthcare expertise...I'd say that three people at HIMS had real healthcare expertise, but no one seemed really interested in any of their input." — Spruce Point Interview With Former HIMS Executive; "HIMS is a marketing gimmick for some very basic, very old services." — Spruce Point Interview With Former HIMS Executive; "[celebrity endorsements] build awareness and build brand, but I don't know if they build credibility. Regarding the front door thing, again, it's really good marketing... but the truth of the matter is the front door of healthcare has always been, and will always be, primary care providers doing primary care providers stuff." — Spruce Point Interview With Former HIMS Executive; "That leadership team was myopically focused on Cerebral and Ro and what they were doing, and I feel like sometimes the decisions they're making are being led by what the other company is doing." — Spruce Point Interview With Former HIMS Executive; "I feel like there is a line there, and basically some areas are just too complex for telehealth care, right. This treatment may be appropriate for you, but you're someone who should probably be supervised in person because there is a level of distance, you know, between a telehealth provider and a patient as opposed to an in-person provider and a patient...That the treatment may be appropriate, but it's probably in the patient's best interest getting that certain prescription or treatment or whatnot by an in-person provider." — Spruce Point Interview With Former HIMS Physician"
"Quite frankly, I think [regaining the high ground] is going to require evolution. We’ve been concerned about Southwest for some time, that it has mostly, not entirely, but mostly sat out the industry’s evolution... They have a product and price points that skew more toward discount airlines but a cost structure overall that skews a bit more toward the Big 3. It’s a bit of an identity crisis. — J.P. Morgan Webcast, May 2023; Everything [they're] doing is incremental. [They] need to make radical changes. — Wolfe Research Weekly Webcast, October 2023; ...What might you consider strategically or put on the table that hasn't been on the table before? So if we think about things like seat assignments, basic economy, bags fly free, historically, those have been sacrosanct... If you have lagging margins, it may require a harder look. — Evercore Analyst on Q3 2023 Earnings Call, October 2023; There is a lot of debate about the airline's lack of a premium product vs. peers and ancillary revenue opportunities beyond boarding... The drum beat on closing the margin gap with the network airlines will continue to beat louder... — Cowen, January 2024; Time to pull the RASM lever?... The main – and perhaps only – lever they have now to overcome cost inflation is to boost RASM... LUV still remains at a relative disadvantage to all their major competitors in the pursuit of premiumization. — Morgan Stanley, January 2024; We have long made the case that the Company's inability to monetize its cabin and participate in various high-margin revenue streams was a drag on relative margin performance. — Deutsche Bank, April 2024"
"Quite frankly, I think [regaining the high ground] is going to require evolution. We’ve been concerned about Southwest for some time, that it has mostly, not entirely, but mostly sat out the industry’s evolution... They have a product and price points that skew more toward discount airlines but a cost structure overall that skews a bit more toward the Big 3. It’s a bit of an identity crisis. — J.P. Morgan Webcast, May 2023; Everything [they’re] doing is incremental. [They] need to make radical changes. — Wolfe Research Weekly Webcast, October 2023; ...What might you consider strategically or put on the table that hasn’t been on the table before? So if we think about things like seat assignments, basic economy, bags fly free, historically, those have been sacrosanct... If you have lagging margins, it may require a harder look. — Evercore Analyst on Q3 2023 Earnings Call, October 2023; There is a lot of debate about the airline’s lack of a premium product vs. peers and ancillary revenue opportunities beyond boarding... The drum beat on closing the margin gap with the network airlines will continue to beat louder... — Cowen, January 2024; Time to pull the RASM lever?... The main – and perhaps only – lever they have now to overcome cost inflation is to boost RASM... LUV still remains at a relative disadvantage to all their major competitors in the pursuit of premiumization. — Morgan Stanley, January 2024; We have long made the case that the Company’s inability to monetize its cabin and participate in various high-margin revenue streams was a drag on relative margin performance. — Deutsche Bank, April 2024"
"“We see the most efficient means to maximizing shareholder value as spinning off the Engineered, Products & Solutions (Downstream) segment to capture the peak valuations of the aerospace cycle.” — Sterne Agee, March 13, 2014; “However, through a sum-of-the-parts analysis we believe significant investor value can be unlocked through re-rating segments.” — Sterne Agee, April 1, 2014; “Does it stick with its current integrated strategy? Or does it finally start listening to those who think the company should spin off its "downstream" Engineered Products & Solutions segment? [Dr.] Kleinfeld has never given much hope to those who think the company should break itself up.” — Gordon Haskett, April 9, 2014; “Investors were very focused on ways to separate the upstream and downstream businesses to create more value. AA’s management was vocal that it is ready to implement any strategic action to further enhance stakeholders’ value and has ran various iterations of possible scenarios, but to this point, has not identified a suitable solution which would generate more value.” — Goldman Sachs, May 28, 2014; “At this point in time, we feel that the structure is the one that adds the most value.” — Dr. Klaus Kleinfeld, Firth Rixson M&A Call, June 26, 2014; “At the risk of beating a dead horse, we'll mention [Dr.] Kleinfeld has typically answered this question by saying there are no sacred cows in the portfolio but AA's integrated model is synergistic and there are no plans to break things apart.” — Gordon Haskett, June 8, 2015; “...company announced split-up of company (finally).” — Mario Gabelli, September 28, 2015"
"Quite frankly, I think [regaining the high ground] is going to require evolution. We’ve been concerned about Southwest for some time, that it has mostly, not entirely, but mostly sat out the industry’s evolution... They have a product and price points that skew more toward discount airlines but a cost structure overall that skews a bit more toward the Big 3. It’s a bit of an identity crisis. — J.P. Morgan Webcast, May 2023; Everything [they’re] doing is incremental. [They] need to make radical changes. — Wolfe Research Weekly Webcast, October 2023; ...What might you consider strategically or put on the table that hasn't been on the table before? So if we think about things like seat assignments, basic economy, bags fly free, historically, those have been sacrosanct... If you have lagging margins, it may require a harder look. — Evercore Analyst on Q3 2023 Earnings Call, October 2023; There is a lot of debate about the airline’s lack of a premium product vs. peers and ancillary revenue opportunities beyond boarding... The drum beat on closing the margin gap with the network airlines will continue to beat louder... — Cowen, January 2024; Time to pull the RASM lever?... The main – and perhaps only – lever they have now to overcome cost inflation is to boost RASM... LUV still remains at a relative disadvantage to all their major competitors in the pursuit of premiumization. — Morgan Stanley, January 2024; We have long made the case that the Company’s inability to monetize its cabin and participate in various high-margin revenue streams was a drag on relative margin performance. — Deutsche Bank, April 2024"
"Quite frankly, I think [regaining the high ground] is going to require evolution. We’ve been concerned about Southwest for some time, that it has mostly, not entirely, but mostly sat out the industry’s evolution... They have a product and price points that skew more toward discount airlines but a cost structure overall that skews a bit more toward the Big 3. It’s a bit of an identity crisis. — J.P. Morgan Webcast, May 2023; Everything [they’re] doing is incremental. [They] need to make radical changes. — Wolfe Research Weekly Webcast, October 2023; ...What might you consider strategically or put on the table that hasn't been on the table before? So if we think about things like seat assignments, basic economy, bags fly free, historically, those have been sacrosanct... If you have lagging margins, it may require a harder look. — Evercore Analyst on Q3 2023 Earnings Call, October 2023; There is a lot of debate about the airline's lack of a premium product vs. peers and ancillary revenue opportunities beyond boarding... The drum beat on closing the margin gap with the network airlines will continue to beat louder... — Cowen, January 2024; Time to pull the RASM lever?... The main – and perhaps only – lever they have now to overcome cost inflation is to boost RASM... LUV still remains at a relative disadvantage to all their major competitors in the pursuit of premiumization. — Morgan Stanley, January 2024; We have long made the case that the Company's inability to monetize its cabin and participate in various high-margin revenue streams was a drag on relative margin performance. — Deutsche Bank, April 2024"
""We believe the status quo at NSC will lead to continued underperformance of the railroad. We also believe that Board refreshment and Jim Barber's and Jamie Boychuk's leadership are essential for enhancing safety and for ensuring outstanding long-term achievements for the benefit of all NSC's shareholders and other stakeholders." — EdgePoint Investment Group; "[W]e believe a change in management and refreshment of the board at NSC are warranted and could stimulate improved operations and thus equity performance. For these reasons, we intend to support the election of dissident nominees Betsy Atkins, James Barber, Jr., William Clyburn, Jr., Sameh Fahmy, John Kasich, Gilbert Lamphere, and Allison Landry." — Neuberger Berman; "Important from yesterday's town hall was commentary that PSR implementation is going to be slower than what we saw at CSX given in our view changes to the regulatory environment and the proposed management team's focus on the customer [...] Overall, we view this plan as contrasting heavily against Norfolk's Resilience Model and expect headcount reduction can be achieved on the back of attrition, in addition to head office cuts." — RBC Capital Markets note issued on April 19th; "NSC's activist campaign appears to have unanimous support from institutional investors." — Deutsche Bank Research note issued on April 15th; "We see value in potential management change with Jim Barber as CEO and Jamie Boychuk as COO as proposed by the activist investor Ancora, especially given the historical margin underperformance of Norfolk Southern." — Barclays Equity Research note issued on March 25th"
""Trumpf was not profitable and was losing market share.... The German business is still protective of its own. There was a level of resentment [towards Hill-Rom]." — Former Employee, Hill-Rom; "The German and European markets were less interested in advanced tech in its furniture than it was in being able to furnish the entire hospital room through a single supplier. The European business was inherently less profitable." — Former Employee, Hill-Rom; "It is complicated to shift international supply chains to grow foreign sales. Volker lost market share due to the difficulty of shipping from that part of the world. Hill-Rom tried to expand it into new markets, but failed, and neglected the home market. And countries in Europe favor local brands and manufacturing." — Former Employee, Hill-Rom; "Hill-Rom wanted to deemphasize pure furniture and push higher-tech products. But it's hard to do that in Europe. Beds in Europe have less IP. They were not high-dollar products." — Former Employee, Hill-Rom; "The European businesses [acquired by Hill-Rom] were generally better off on their own. They gained access to more geographies through Hill-Rom, but they also lost local knowledge with Hill-Rom in control." — Former Employee, Hill-Rom; "OUS is a different sales pitch... Unlike the US, the number of beds in emerging markets is increasing. But they are lower-ticket items in these areas." — Former Employee, Hill-Rom; "Do they even have a long-term vision? I joined because it felt like a great team atmosphere, but now it feels like it's every man for himself." — Former Employee [Europe-based], Hill-Rom"
""I said to another CEO... who had called me and inquired about Nelson, that if I were to form the board today, Nelson would be one of the first Directors I’d ask to serve because he is an insightful, communicative, enthusiastic, energetic and available Director." — Bill Johnson, Heinz CEO from 1998 - 2013; "During his time at Disney, Rasulo was known for his blunt, forthright leadership style. He rose in prominence as CFO just as Disney was becoming more reliant on building out franchises like the animated 'Frozen' series and plugging them into Disney’s famous 'flywheel.'" — The Wall Street Journal, December 2023; "Nelson is a highly experienced and collaborative Board member who recognizes Unilever’s strengths and has a strong desire to help the company unlock its full potential." — Hein Schumacher, Unilever CEO from 2023 - Present; "Jay was always a maniac about excellence... [He] was an activator and a motivator." — Regynald Washington, former VP for Disney Parks and Resorts; "I thought that [Nelson Peltz] was a major contributor to our board...he comes up with ideas and he tries to challenge the CEO, but I always welcome his ideas, and I enjoyed a very good working relationship with him." — Dirk Van de Put, Mondelēz Chairman and CEO from 2017 - Present; "Trian's nomination of Jay Rasulo for 1 of 2 board seats (along with Peltz) killed two birds with one stone. As former CFO (predecessor to McCarthy), Rasulo is highly credible regarding Trian's 2 primary complaints - that Disney lacks efficiency, and that the Board lacks important expertise." — Wolfe Research Analyst, December 2023"
""I said to another CEO... who had called me and inquired about Nelson, that if I were to form the board today, Nelson would be one of the first Directors I’d ask to serve because he is an insightful, communicative, enthusiastic, energetic and available Director." — Bill Johnson, Heinz CEO from 1998 - 2013; "During his time at Disney, Rasulo was known for his blunt, forthright leadership style. He rose in prominence as CFO just as Disney was becoming more reliant on building out franchises like the animated 'Frozen' series and plugging them into Disney’s famous 'flywheel.'" — The Wall Street Journal, December 2023; "Nelson is a highly experienced and collaborative Board member who recognizes Unilever’s strengths and has a strong desire to help the company unlock its full potential." — Hein Schumacher, Unilever CEO from 2023 - Present; "Jay was always a maniac about excellence... [He] was an activator and a motivator." — Regynald Washington, former VP for Disney Parks and Resorts; "I thought that [Nelson Peltz] was a major contributor to our board...he comes up with ideas and he tries to challenge the CEO, but I always welcome his ideas, and I enjoyed a very good working relationship with him." — Dirk Van de Put, Mondelēz Chairman and CEO from 2017 - Present; "Trian's nomination of Jay Rasulo for 1 of 2 board seats (along with Peltz) killed two birds with one stone. As former CFO (predecessor to McCarthy), Rasulo is highly credible regarding Trian's 2 primary complaints - that Disney lacks efficiency, and that the Board lacks important expertise." — Wolfe Research Analyst, December 2023"
"“TransMedics held this in-person meeting in Boston right before the American College of Surgeons last year. The leaders of many transplant programs were invited; I was one of them...and at that meeting, this very issue was discussed, this concept of bypassing the list...so, a center that is not normally accustomed to using the liver on pump, they’re not going to take a liver like that. And time is important to figure out who you would use the graft for...calling TransMedics experienced users and saying, the primary center we procured for no longer wants to use this graft. Would you be interested?” So, [redacted] got up on the podium at that meeting and said, I understand why you are doing this...make sure that you do it under OPTN guidelines, do not bypass the list. And everybody in the room was in agreement...I get the practice that they’re talking about. What should happen, for example, the liver I just told you about where we decided not to use it, what should happen is the OPO where that liver was procured should be the one to go down the central list and say the next patient on the list is a patient from [redacted]. Let’s call [redacted] and explain the situation and see if they are willing to use. It should not be TransMedics calling [redacted], another super-user, and saying, hey [surgeon name redacted], would you have a patient on your list? The OPO should be the one to say the next patient on the list is from [redacted], and then reach out to the surgeon and say your patient is next on the list. Would you be willing to use this liver?” — Transplant surgeon; high volume user"
""When you dig a little bit deeper, you still have to go back and do some other activities. You're not done just because you put some cells into a Berkeley. I can say from the feedback I've gotten, they feel that yes, it doesn't shorten it." — Lonza scientist; "The primary issue is just now once you've identified for example new antigens that are associated with tumors , now again, you have to take it offline and then do some additional workflows, whether that be sequencing, proteomics—whatever, you're just going to have to do that. So, that was the major shortcoming for us." — Lonza scientist; "They can look and see the secretion of the antibodies, but they can't tell, for instance, the general cell line stability, whether or not there's stable expression, whether it has some of the other ancillary characteristics you're looking for. They do need to take it offline to do some additional testing. they just don't have every capability we like to look for. I would say that what Berkeley does is it helps us narrow down the number of candidates to a manageable number that we then go back to some of the more traditional testing for it. And I would say that's the same for cell therapies. It's not going to be able to do everything." — Lonza scientist; "I think the major shortcoming for us was the cost of the hardware was fairly prohibitive for the work that we're doing with it; I mean, we'd really have to do a lot of testing of different programs in order to recoup any investment into the Beacon itself. Any decision given the price point, we weren't going to use it." — Lonza scientist"
""There are doctors that are saying, 'I saw [doctor name redacted] speak at NANS, and I saw [doctor name redacted's] outcomes and other doctors' outcomes, and I dug into it, and I'm having the same outcomes. I'm not using high-frequency anymore.'" — One of the most senior and plugged in executives in the SCS space; "The NANS talk was well-attended. I was surprised. It was at 6AM and a lot of people came. It filled up like three rooms. They had to take the dividers out. I'd say there were 100 to 150 attendees" — KOL; "After Nevro's explant rate was publicly presented, several doctors came up to say that more research needs to be done on this because we're seeing a lot of explants as well. A lot of pain doctors aren't willing to say much about the negative aspects of spinal cord stimulation, but a lot of them at the conference approached the author about their explant rates. They said we're seeing about the same numbers. They of course didn't look into their data. When you're a provider, you're noticing trends. It's not a day to day thing, but you're thinking that for some reason in the past few months I'm explanting a lot of high frequency spinal cord stimulators." — KOL; "The most important thing the presenter said was that 5 or 6 implanters came up to him after the talk and said they had the same experience. Another paper shows that doctors who did big volumes had the same explant rate. This study will be big and show what's going on because right now Nevro is going to try and throw [redacted] under the bus and say [redacted] is getting paid by somebody else to do this." — KOL"
""This process will unlock the tremendous value of our real estate portfolio as we create two distinct public companies, which allows us, to attain a much lower blended cost of capital and allows us to move into markets and places and - where we cannot go today." — Peter Carlino, Chairman and CEO, Nov 16, 2012; "The Company's board of directors believes that a REIT conversion could provide substantial benefits to the Company and its shareholders given its significant real estate holdings." — Press Release, August 25, 2014; "Investors favor companies with greater strategic focus on our core businesses. We are exploring the opportunity to improve upon the excellent shareholder return created since MSG's spin-off over four years ago by separating our business into two companies, each with its own distinct value proposition for investors." — Tad Smith, CEO, October 27, 2014; "We believe the separation would provide a lower weighted average cost of capital and an attractive financial platform to take advantage of future opportunities to create long term shareholder value" — Anthony Sanfilippo, CEO, November 6, 2014; "We, together with our board, have been working with our financial and legal advisers, to make sure we are best positioned to increase shareholder value over the long term, including potentially, through the formation of a REIT." — Keith Smith, CEO, October 30, 2014; "The structure of the agreement enables us to capture the value of Red Lobster and establish a market validated valuation of its real estate" — Chuck Ledsinger, Lead Director of Darden's Board, May 16, 2014"
"“Device failure-wise, it just goes along with what I had mentioned before, how any time that there’s even a device failure, any time they could potentially even put the organ at risk or when a recipient will be put under anesthesia waiting for the organ and a device malfunction occurs, and you lose the organ? That’s a never event [...] these are adverse events that should never occur, and, obviously, you’d want to have many different countermeasures, many different plan Bs and Cs that would back things up so that you would never, number one, lose the organ; two, have a situation where either the organ is not procured because of human error or such, or there are delays that were not mitigated. And so, there are certain never events that have occurred where in the highly, highly regulated world of transplants, I would essentially be called within a few hours by our governing body and regulatory body, so would my chief compliance officer, and we’d be on a phone call directly addressing the issue, either it’s a sentinel event or an adverse event and there would be clear processes related to reporting of the event, either self-reporting to the DPH, CMS, OPTN, or UNOS and PFC. And that would happen roughly within 24 hours. When there are certain never events that have occurred under the watch of TransMedics...I’ve been struggling to find anyone who takes ownership of it, anyone who either self-reports to the FDA or not, and to the point where I have to request them to show proof that they self-report to the FDA.” — Veteran transplant administrator at Massachusetts General Hospital"
""First, we're excited about the prospect of operating a smaller group of stores at the corporate level, but also excited about our franchisees growing sales and growing the performance of these stores they've acquired from us as well as the new store counts that will result with these refranchised units" — Sonic Q2'17 Earnings Call, 3/28/17; "Over the long term the financial resources and capabilities brought by our expanded network of developmental licensees create opportunities for accelerated expansion and innovation" — McDonald's Analyst Day, 3/1/17; "The material financial benefits [of refranchising] to highlight [are that it] will reduce volatility, will increase free cash flow, will accelerate its growth off a higher base, and return excess capital to shareholders. We're upping our franchise mix target, now to at least 98% from at least 96%" — YUM! Analyst Day, 10/11/16; "[R]efranchising [is] intended to mitigate the trough associated with transformation and fund investments and initiatives that improve the guest experience and create opportunities for growth" — Panera Q1'16 Earnings Call, 4/27/16; "And what we found is that by refranchising, we were able to put restaurants back in the hands of some of the best operators in the system. We were able to accelerate a remodeling initiative that we thought was very strategically critical to us. And it allowed us to refocus...on developing the brand around the world, and supporting our franchisees, not trying to run 1,200 restaurants all over the world" — Burger King Worldwide at Piper Jaffray Conference, 6/10/14"
"“...[Huntsman] trades at a relatively discounted valuation vs. peers as shares have lagged the group YTD. While we see these characteristics as favorable, in the context of HUN’s margins and FCF generation that we view as low relative to peers, we see this underperformance as fair...” — Wolfe Research, June 2021; “Huntsman is unlikely to trade at hybrid/diversified chemical multiples. We attribute this primarily to differences in margins and thus the market's perception of the degree of specialization of the company's products. From a segment or portfolio mix perspective it is not self evident that Huntsman meaningfully differs from diversified chemical peers Celanese or Eastman...Not withstanding our view that Huntsman has meaningfully improved its earnings stability and margin structure over the last few years, the company's margin remains well below that of hybrid/diversified peers such as Celanese and Eastman...” — Morgan Stanley, September 2020; “We feel part of the issue is that HUN’s cost structure has not changed as dynamically as its revenue...the elevated cost structure is dampening margins and impeding free cash flow conversion.” — BofA Securities, June 2020; “On cash conversion, we remain skeptical. Free cash flow conversion from Adj. EBITDA for Huntsman has historically lagged, as sizeable restructuring efforts and capital investments have hindered cash flow...We believe the market needs to see a longer track record of solid cash generation before fully underwriting a structural change in the company's cash flow profile...” — Barclays, October 2018"
""Element AIM continues to make solid progress for manufacturing at scale and for installation of general release to our anxiously awaiting subscribers on schedule in the fourth quarter... While we did experience some supply chain disruption and delays for things like advanced computer chips and displays and general freight delays, which moved out our installation volume ramp....we did meet our goal of putting analyzer in a third-party clinical environment by the end of the quarter. But in all candor, just barely. And so again, I think we're probably delayed on that by a few weeks, but we've got a handful operating and running samples and we think the results support our forecast that we'll be at manufacturing release by the fourth quarter." — CEO Wilson, Q2 2021 Earnings Call Prepared Remarks. "We've managed through it so far, we've lost weeks that may add up to a month or two, and I've called that out, really, the net effect, what we think is we'll probably be able to install fewer Element AIMs in the October, November, December period, largely just as a constraint of ramping up the volume, and then running them through the initial installation and volume process... I think, we've secured the major components. But gosh, you could be delayed by a minor component. You just simply can't ship because screw number 212 is sitting on a freighter somewhere. There's always that possibility, but we're really not thinking that's where we are right now. I think I answered the question." — CEO Wilson, Q2 2021 Earnings Call Response to Question About Supply Constraints."
""The explant rate was more than 25%. It was a lot. A lot of time I’d replace Nevro with a Medtronic unit because it was so tiny." — High volume KOL; "For every 100 Nevro devices implanted, 30% of them will be explanted within a year or two. What Nevro has done hurts the rest of us because then people are less likely to use any company’s devices. What one greaseball does affects the rest of us. It’s flawed. Nevro’s research is deeply flawed." — High volume KOL; "I had stopped using Nevro. I know so many of their devices that were explanted because patients couldn’t stand the size and programs that drain battery life. The explant rate is higher for Nevro than anyone else. I’m so frustrated with how I put it in. I’ve had zero results with Nevro in trials and it’s so unusual. I’ve had more failed Nevro trials than with any other device. I don’t have an explant rate with other devices. Maybe some three to fours years out. Maybe once a year I explant out of someone. Colleagues tell me Nevro’s explant rates are higher than anything else. I hear that from other doctors. Walk around the next NANS meeting and ask people about explant rates." — High volume KOL; "What is the explant data? Nevro will not publish it. They have to keep information on every patient that gets explanted. With Nevro’s high frequency device, I have never seen so many explants from one company. Every once in a while, I’ll see a crap Medtronic or Abbott device and I need to put in something else. But just in terms of lack of efficacy and explants, Nevro is clearly number one." — High volume KOL"
""I would say for the long term, I'd rather be invested in a company that has that type of a portfolio balance." (1Q19 Earnings Call, 5/8/19) — Marathon Management. "The gasoline supply to these locations serves as the foundation for our assured product placement strategy... This automatic placement is the key enabler to the overall optimization of our integrated supply and distribution network." (Analyst Day, 12/4/18) — Marathon Management. "When you look at the connectivity of our gathering systems with our intermediate and long-haul pipelines, we have that ability to provide reliable intake to our refineries and our processing facilities." (Investor Day, 12/4/18) — Marathon Management. "There's no bright line, there's no specific guidance that the IRS or parties whatever specifically provide. I think the key is that it is an arm's length agreement, and things that would incorporate full requirements contracts for extended periods of time are not arm's length agreements." (Speedway Review Call, 9/5/17) — Marathon Management. "Our strong position in company retail presents many opportunities to continue to grow organically with mid-teen rate of return type projects, as well as the national footprint gives us an opportunity to look at acquisition opportunities as they present themselves." (Investor Day, 12/4/18) — Marathon Management. "Fosters further growth opportunities", "Enhances projects via volume commitments", and enables MPLX to "Provide logistics solutions to MPC's nationwide refining footprint." (MPLX Presentation, 8/14/19) — Marathon Management."
""We recognize that the discrepancy where the market value of held shares exceeds the company's total market capitalization is a significant challenge. We evaluated this proposal as one that contributes to addressing this issue. Additionally, we believe it could serve as an opportunity for the company to reconsider its capital policy" — Nikko Asset Management. "The Company has determined that considering the option of selling the shares, taking into account the formulation of its capital allocation policy, would contribute to improving its corporate value in the medium to long term" — Daiwa Asset Management. "...the Company has not been transparent regarding its plan to further reduce its ownership in OLC and how it plans to use those proceeds to grow corporate value. As such, we believe support for the shareholder proposal is warranted and that its implementation would both increase transparency of the Company's capital management strategy and improve the Company's capital efficiency and sustainable growth as these proceeds can be used to either reinvest for growth opportunities or be redistributed to shareholders." — Neuberger Berman. "We believe that this proposal will remove an accounting 'overhang'... forcing management to be more disciplined in its capital allocation decisions and accountable for the performance of Keisei's operating businesses" — ISS. "The board does not appear to substantively address the rationale for why a partial sale of Keisei's interest in OLC would be inimical to the Company's stability and sustainability" — Glass Lewis."
""And maybe a follow-up on Libre. This is a product that's been wildly successful. You're now over $100 million run rate in the U.S., over $1 billion globally, and you really have one major competitor here that's -- let's call it at the upper end of the technology scale. And Abbott, I view as the low-cost, easy-to-access, very easy-to-use product in continuous glucose monitoring. So, as we think about the evolution of Libre over the next few years, how do you think about Libre staying at the lower end of the cost and ease-of-use curve versus moving up and trying to compete with your main competitor there? Thanks." — Robbie Marcus, Analyst, J.P. Morgan; "Well, I'll tell you, interestingly enough, I don't actually look at it the way you just described. I think Libre is a pretty different product. It's got tremendous capability, but given that value point that we have it priced at, it is accessible to patients all over the world.... And in our case, we have a much lower cost and far greater automated manufacturing capability to not only allow that cost, but to allow for mass production. So I'd say, at this point, we're making healthy profits on this product. We have no intention of changing the value proposition at all. And your question sort of suggests that we would raise price in order to be competitive, I'd say, you want to be asking the other side, what they're going to do to make themselves a value proposition, because this product is incredibly good value proposition, which is why it's got such high demand." — Miles White, CEO, Abbott Laboratories"
"Yeah, a suspension is always going to be better. And I didn't appreciate it was going to be so expensive. [...] I think even if, say, they were on the same oral suspension and you were worried about peak levels or whatever, you still wouldn't really need to give it two to three times daily, I don't think, because it's a different. — Trial investigator, pediatric endocrinologist; I don't really know why a drug that's targeted at children would ever be a tablet because it's a nightmare. [...] I don't know why they've picked a tablet over a suspension. And I guess they say it's because you need to give the suspension two to three times daily. But again, I think they're referring to what we do in hyperinsulinism, which is a very different condition. And we're giving that medicine because we want the sugars to be kept within a certain range, whereas in Prader-Willi Syndrome, managing the hyperphagia, it doesn't need to be done in that similar way. — Trial investigator, pediatric endocrinologist; ...it does last. I know it's got a long half-life, although we routinely prescribe it 2-3 times a day, I know as a child is older — the babies need more but as a child is older, once a day and even when they come off it, it takes a week or even two weeks before you see the kind of effects of diazoxide wearing off. I know it's got a long half-life. Could we just use diazoxide instead of this very expensive Vykat? That's probably true. My management will ask, "Well, fine. You have no other drug? Okay. We can use it. — Trial investigator, key opinion leader for PWS"
""Consumer optics represent a long-term growth opportunity for Tessera and we believe we are on track for $100 million in revenue from this exciting business area in 2010." — Former CEO Bruce McWilliams, 4Q06 earnings call, 1/31/07; "We are one of the leading technology licensing and innovation providers in the imaging and optics field. And we remain confident in our goal for $100 million in revenue in total Imaging & Optics by 2011." — Former CEO Hank Nothhaft, 1Q09 earnings call, 4/30/09; "Well, I stated in June at the Cowen Conference that I felt that the [strategic alternatives and potential spin off of the Imaging & Optics business] process was in the 12 months plus or minus, probably plus timeframe." — Former CEO Bob Young, 2Q11 earnings call, 7/28/11; "... we remain on track for design wins with our MEMS auto focus actuator in the first half of 2012." — Former CEO Bob Young, 1Q12 earnings call, 4/26/12; "... we expect to get MEMS associated revenue in the fourth quarter of this year." — Former CEO Bob Young, 1Q12 earnings call, 4/26/12; "Our goal for DOC to become profitable in 2013." — Former CEO Bob Young, Vista Point acquisition press release, 3/2/12; "This transaction is a critical step in our strategy of transforming DOC from an optical and image enhancement software and components business into a vertically integrated supplier of next-generation camera modules...we believe we gain significant additional advantages when we control our own supply chain and manufacturing." — CEO Bob Young, Vista Point Acquisition Conference Call, 3/2/12"
"“If that gets revealed, if that gets exposed in any way, that’s curtains...I have known of some sites in our region that would get these kinds of calls...this kind of hotline for organs...it allowed them consequently to boost their numbers substantially...We scratch our heads wondering how in the heck did these guys get these organs? How did that happen?...There’s a lot of game-playing going on out there...they would come from, say, Tennessee...literally a sort of hotline...asking if they want an organ...it just stopped being part of the formal allocation process. This kind of thing, I suspect, is actually happening much more frequently than we know...I think this is how some centers get ahead in their numbers. It’s a below the radar screen kind of arrangement...it’s kind of like one way of getting the good stuff, so to speak...” — Transplant hepatologist at Massachusetts General Hospital; MGH stated their entire usage of TransMedics is at risk. “...they are intentionally keeping people in these dark silos so that people don’t have a grasp of what’s going on...it’s just like this weird lack of transparency, this weird secretive culture, and it just felt like everyone is intentionally kept in the dark so that any sort of information couldn’t be used against the company in any way. And Waleed was always like if anyone has questions, refer them back to us...the pilots were like, “We were told not to talk to you guys”...everything at this company feels like a big secret, and it’s really weird and sketchy.” — Former employee who left recently"
""According to a 2019 contract obtained by the German language paper, California-based Nevro...offered Swiss doctors CHF10,000 ($10,181) for each Nevro spinal cord stimulator implanted in a patient...The kickback scheme, which has now been terminated, has been running since 2017 under the auspices of the “Nevro Partnership Program.”" — Swiss Broadcasting Corporation; "Nevro keeps explant rates very well hidden from the field reps...The explant rate was a hell of a lot higher than [the stated] 2%. I don't know that people asked for it, because ignorance is bliss. I didn't want to know. Don't ask questions you don't want to know the answer to. My peers in the field felt the same way." — Former Nevro regional sales director; "If you put doctors into boxes, Money Mike couldn't care less if there's a high explant rate. It's just about the price you give him for the device. He could care less about whether it works or not. Yes, there are unethical, corrupt doctors. In that population, Nevro is the best thing since sliced bread." — Physician #4; "A lot of doctors in Germany are saying that Nevro's device only works for 2 to 2 ½ years and then the patient comes back with more pain...People have become nervous and become afraid to use Nevro." — Physician #5; "We went to Nevro's headquarters to discuss the explants...I realized this shit doesn't work...His take on Nevro is slimy people, falsification of data...I don't understand how Nevro can continue to keep the smoke and mirrors going, I really don't. I mean, it's crazy." — Physician #3"
"Question, Justin Post: "I know one of the initiatives of the Company is to move up to team sales. Just wondering how you are thinking about enterprise sales force and whether you might accelerate hiring there. And then on the CapEx versus the capital leases, maybe talk about why you choose to use capital leases, what are the advantages to the Company and how you think about the cash flow around those? Thank you." Answer, CFO Ajay Vashee: "This is Ajay. I'll jump in on the question on capital leases and thank you for the question. So the high level update there is that in the last quarter we added $25.5 million to our capital lease lines, and we made close to $30 million in payments against our capital lease obligations. And as a result, our ending capital lease balance was $170 million in Q1, and that was down about $4.3 million from Q4. And at a high level, while there may be some variances within a given quarter and between quarters, we expect to generally maintain our outstanding capital lease balance over the long-term, as capital lease repayments will roughly offset capital lease additions. And to your question on how we choose to buy equipment versus leverage a capital lease, we receive favorable financing terms on our capital leases. And we believe that for a portion of our infrastructure hardware, that they better match our capital investments with our cash inflows, and so that's why we leverage them. And we of course continue to evaluate our capital allocation strategy on an ongoing basis." — Q1 2018 Dropbox Call"
"“...abrupt material lapse in operational and financial discipline within the Company.” — Vivendi Presentation, Page 5; “Announcing a profit warning a week after issuing a bond has alienated market participants, who are losing trust in TIM.” — Vivendi Presentation, Page 8; “The three-year strategic plan presented by the former management in March 2018 had broad market support.” — Vivendi Presentation, Page 10; “...important need for any plan to contain key pillars, such as focus on enhanced FCF generation, deleveraging, digitalization and improved customer satisfaction, in order to drive value creation.” — Vivendi Presentation, Page 15; “The opaquely worded outlook for 2019 suggests that the bad news is likely to keep flowing as the company seems rudderless and adrift in turbulent waters.” — Vivendi Presentation, Page 36; “New CEO Luigi Gubitosi is throwing the kitchen sink at his predecessor’s ambition to grow domestic EBITDA....” — Vivendi Presentation, Page 36; “These procedures were not followed for the nomination of Luigi Gubitosi as CEO, [whose nomination was] pre-packaged during the shadow meetings held by Elliott representatives and Elliott-nominated Board Members.” — Vivendi Presentation, Pages 37, 39; “None of the new candidates want to be the CEO...and none of the independent directors wants to be Chairman....in other words the chairman will be chosen among the five proposed independent directors and the CEO between the two not-independent directors (De Puyfontaine and Genish).” — Vivendi Presentation, Page 3"
""The company’s ‘string of pearls’ acquisition and partnering strategy are part of what has gained it a more favourable valuation than most of its peers." — Jefferies, January 2012; "We view BMY as the leader in immuno-oncology..." — Goldman Sachs, February 2014; "We believe BMY’s investments in therapeutic areas with significant unmet need position it to become a leader in these areas and to deliver strong growth." — Deutsche Bank, August 2014; "Our DCF-based PO of $58 indicates BMY can trade at roughly 34x our 2015E EPS of $1.73, higher than BMY’s current 2014 multiple and at a significant premium to the US major pharma group average on 2014E, which we believe is warranted due to the potentially higher quality of BMY’s R&D pipeline relative to its peers." — Bank of America, October 2014; "Overall, we continue to see Bristol as a leader in the PD-1 and broader I-O space both in terms of time-to-market and breadth of clinical program." — JP Morgan, December 2014; "We remain bullish on BMY ahead of these upcoming data releases as we see the overall opportunity for immuno-oncology (I-O) in general still being underappreciated by investors while the depth and breadth of BMY’s I-O portfolio leaves them as the clear leader in the space." — Credit Suisse, October 2014; "The portfolio could give upside to another solid growth outlook for BMY and generate much news flow. A management team that has a solid track record of reshaping the business provides additional appeal to this powerful product story." — Cowen, December 2014"
"The number of stimulator patients declined because in Florida, unfortunately, there are a lot of bad actors and there were a lot of people on pain medication that shouldn't have been and a lot of the patients that funneled into stimulators were those. Their bait is to offer medication, and once patients were engaged with these drugs, they would do whatever was financially appropriate for themselves, so those are the bad actors. When a patient is on opioids, they have to come in monthly which gives the doctor the chance to convince them to do anything or otherwise their opioids will get discontinued. We saw that occur for years. That’s really bad. Yeah, it is a complicated situation. If we’re talking about my region [large metro redacted] I would say that at least 30% of the doctors implanting stimulators are bad actors. — High volume Nevro implanter in Florida; New Jersey is probably a pocket of abuse. They have a high rate of usage in the workers comp and Medicare population and then you see it a lot in Texas and Florida and Louisiana. They’re doing a high rate of trials, a high rate of implants. They have surgery centers and have a very high rate of usage of any interventional therapy, stim included. You do a lot of injections, then you do your stim and then you continue your injection and then maybe revise the stim or you swap it out or put something else and that kind of stuff. Stimulator companies are happy to engage with those docs if they see some legitimacy of usage. — High volume Nevro implanter in New York"
"“The way to think about this stuff is anybody who’s tinkering with the IonQ device in AWS or Azure Quantum isn’t really doing anything. That type of access or that type of computation in the cloud is, I mean, it’s trivial or just the nature of the work that you’ve done. So, there’s no feedback necessarily. It’s not really useful.” — Senior employee of 1Qbit, an IonQ partner/customer; “Have we generated revenue for IonQ? No. Either we worked directly with them as we did the first time and then the research collaboration between the companies and it is not a paid thing or the time when we brought the customer, which was Goldman, then we brought the customer between the customer and us, there was a different contact, and with IonQ, it was a research collaboration where they agreed to demonstrate what we proposed to them as a demonstration of their hardware.” — Senior employee of QCware, an IonQ partner/customer; “The challenge with the IonQ device is that its run times are really slow by computational standards, and the problem you run into when you have really slow computation is you have something called decoherence, so your system over time, if it takes too long for you to process that system in the device, it starts to decohere, or the relationships between the qubits or the assets in the use case start to break down because the physics break down and, therefore, the relationships that you’re measuring start to break down. As a result of that, you have errors.” — Senior employee of 1Qbit, an IonQ partner/customer"
""From day one, Nelson has been a focused, collaborative member of P&G’s Board. Working in concert, Nelson and the Board have constructively provided perspective and expertise to help me and P&G’s senior leaders navigate a challenging external environment and maintain long-term competitive advantage for the benefit of many stakeholders. I’m grateful for his service and the collaborative partnership we’ve developed over the past few years and wish Nelson and the Trian team the best in future endeavors." — David Taylor, Procter & Gamble CEO from 2015 - 2021; "[Rasulo] has well-rounded experience and he’s a strong strategic thinker. He’s not going to be a patsy." — Larry Murphy, Former Disney Chief Strategic Officer, December 2023; "Jay has been a valued colleague and friend, as well as a vital contributor to Disney’s success, particularly in his roles as chief financial officer and chairman of our Parks and Resorts division." — Robert A. Iger, Disney CEO, June 2015; "My relationship with Nelson Peltz and Trian dates back almost 20 years. I have consistently found Nelson and his team to be collaborative partners and have appreciated their insights in navigating our changing industry. They have been supportive of our vision and strategy and have provided a differentiated perspective, which has been invaluable. On topics ranging from operations and strategy to brand and culture, Trian has a firm understanding of what will drive long term value for all shareholders." — Ali Dibadj, Janus Henderson CEO from 2022 - Present"
""From day one, Nelson has been a focused, collaborative member of P&G’s Board. Working in concert, Nelson and the Board have constructively provided perspective and expertise to help me and P&G’s senior leaders navigate a challenging external environment and maintain long-term competitive advantage for the benefit of many stakeholders. I’m grateful for his service and the collaborative partnership we’ve developed over the past few years and wish Nelson and the Trian team the best in future endeavors." — David Taylor, Procter & Gamble CEO from 2015 - 2021; "[Rasulo] has well-rounded experience and he’s a strong strategic thinker. He’s not going to be a patsy." — Larry Murphy, Former Disney Chief Strategic Officer, December 2023; "Jay has been a valued colleague and friend, as well as a vital contributor to Disney’s success, particularly in his roles as chief financial officer and chairman of our Parks and Resorts division." — Robert A. Iger, Disney CEO, June 2015; "My relationship with Nelson Peltz and Trian dates back almost 20 years. I have consistently found Nelson and his team to be collaborative partners and have appreciated their insights in navigating our changing industry. They have been supportive of our vision and strategy and have provided a differentiated perspective, which has been invaluable. On topics ranging from operations and strategy to brand and culture, Trian has a firm understanding of what will drive long term value for all shareholders." — Ali Dibadj, Janus Henderson CEO from 2022 - Present"
""Elliott's nominees assure greater accountability and are more likely to continue to explore all avenues to enhance shareholder value while providing more pertinent E&P experience." — David H. Batchelder, Hess shareholder, Relational Investors LLC (March 27, 2013); "We currently believe the best way for Hess shareholders to maximize their value is through the election of Elliott Management's nominees to the board." — Citigroup (April 5, 2013); "Elliott disclosed 5 impressive candidates for the Board..." — UBS (January 30, 2013); "...a who's who list of corporate fixers and experienced oil execs." — Bank of America Merrill Lynch (January 31, 2013); "In our view, the industry experience available in the slate of nominees Elliott is proposing for HES's Board of Directors is impressive and as a result, the nominees could bring industry insight unavailable on the current Board." — JP Morgan (January 30, 2013); "...[We] believe that the slate of new directors that it has proposed can bring a lot to the table." — Societe Generale (January 31, 2013); "We believe a new investor with the intent to make new nominations to the board is a move in the right direction for Hess's corporate governance." — Citigroup (January 28, 2013); "Proposed directors have street cred. In proposing its alternate slate of directors, Elliott nominated four individuals with various management backgrounds in the oil patch and Harvey Golub, the former CEO of American Express." — Bank of America Merrill Lynch, Credit Research (January 29, 2013)"
""our team continues the integration of insurance reimbursement as part of the Hims & Hers platform...Expect to hear more about this rollout in the second half of this year." — CEO Dudum on Q2 2021 Earnings Call; "But with that said, we are continuing to work on that insurance reimbursement. The team is actively involved in that for very specific conditions and specific categories." — CEO Dudum on Q3 2021 Earnings Call; "It's a great question. I'm glad you asked. We are continuing to invest in that integration on the insurance side. We believe that, that's a critical part of having a cost-effective platform for a very wide range of conditions. So I think it's something that you can look to hear from us with confidence in the coming months on where we stand, but I'm very energized by the team's progress on that initiative." — CEO Dudum on Q4 2021 Earnings Call; "And so -- we're continuing to look to your point, and we're always very open to find those opportunities where insurance might benefit our customers. But in the categories we're operating today in today and the categories we're most excited about, we actually think we can deliver cash pay prices that are easier and more beneficial." — CEO Dudum on Q2 2022 Earnings Call; "payers and insurance, it's something that we need to continue to explore. I think it goes alongside all of the different avenues that also we could invest in. So, I think at this point in time, we've opted to pursue other avenues of investment..." — CEO Dudum on Q1 2023 Earnings Call"
"“the easiest sale ever because everyone wanted to try this paresthesia-free stimulator” — Former Nevro district sales manager; “this all worked” — Former Nevro district sales manager; “Nevro changed the entire dynamic of the spinal cord stim industry. They created excitement. It was the first company to do a head-to-head level one RCT study against the competitor and their data was remarkable. It was the best data that we’ve seen and so, that’s one of the main reasons I went there. There were doctors that were reaching out to me—it was the easiest sale ever, because everyone wanted to try this paresthesia-free stimulator that sort of crushed axial, back, and leg pain. The only thing I had to bring in was the stim and it sold itself.” — Former Nevro district sales manager; “So let’s go back to 2015. We’re growing. The trials always did very well with Nevro and with HF10 and across the board, trials typically do very well in this industry because it’s sort of like the patients get this burst of: “Wow! Pain relief.” It’s remarkable, right? They only have this for seven days and, you know, the representatives, they’re reaching out to them, they make sure everything is going well, so the trials always did very, very well at Nevro.” — Former Nevro district sales manager; “We went up to around 15% of the market. But this all worked because the data they were selling was based on choosing the exact patients they wanted. A lot of it was just biased. It wasn’t real-world data.” — Former Nevro district sales manager"