Callouts & quotes from 2,101+ activist slides

""Those [fiber & small cell] returns are very attractive, meaningfully exceeding our cost of capital." — CEO Jay Brown, April 2018; "The [discretionary capex] returns we see on those investments so far exceed our cost of capital... Those investments continue to look really good even in this rate environment." — CFO Dan Schlanger, October 2018; "[W]e make investment decisions based on what we think the recurring yield on those assets is going to be and, ultimately, whether or not it is enhancing our long-term dividend per share growth rate...[W]e have to consider all of the cost of capital associated with the assets that we're looking at." — CEO Jay Brown, April 2020"

"The combination of Itiviti's front office trading solutions with Broadridge's leading post-trade back-office capabilities will allow us to serve our clients' entire trade life cycle from origination to settlement, adding more than $5 billion to Broadridge's total addressable market, bringing our capital markets' TAM to more than $20 billion and Broadridge's TAM to more than $50 billion — Broadridge CEO. We estimate that Itiviti holds around 10% of the global market for third-party trading software applications and connectivity systems, which is worth over $2 billion (nearly $6 billion including financial institutions' in-house solutions). — Moody's Credit Analyst"

""The CEO should not try to be the board members' best friend. Some believe that by keeping up an extensive schedule of private dinners and special events with directors, a CEO can build an atmosphere of rapport and friendship that will carry over into the boardroom. But the board is not the CEO's friend — it is the CEO's boss. The board of directors is not just a collection of individuals — it is an institution with a responsibility for representing the interests of shareholders. Friendship should never allow a CEO to get concurrence when it otherwise wouldn't be coming." — Harvey Golub, Shareholder Nominee, Former Chairman & CEO American Express, September 2009"

"The rate limiter on [a new strategy] is the CEO. I don’t have a lot of confidence he is the right person at this stage… The Street would be widely supportive of a change. — Southwest Shareholder; The CEO is a headwind to a turnaround. Firing him is the tailwind. — Southwest Shareholder; I have zero confidence this team can get this right… I rarely call for wholesale change at a company, but that is what is needed here. — Southwest Shareholder; I would rate them as the worst performing management team in airlines. This was a company that has destroyed more value based on their own inaction than anyone else in the industry. They need to go. — Southwest Shareholder"

"“Their CEO is pretty arrogant. He’s an arrogant prick. I mean, look at what they did. They bought $12-13 million aircraft. It’s beautiful, but guess what? It works just as well as a $2 million aircraft or lease the damn thing and have a reasonable logistics expense, but it’s just price gouging. It’s unbelievable. It’s not what transplant is meant to be. It’s not meant to be this crazy. I don’t care. Make your margin, crush it, but don’t withhold it and make it almost impossible to use your technology that’s going to help people just because you’re a prick. People don’t like him.” — CEO of a major OPO (Organ Procurement Organization), longtime industry executive"

""As we think about you adding adjacencies and what you've done recently adding things like Fetch and Matrox and other markets... can you leverage that and your customers will be more comfortable maybe deploying a new solution, something more kind of like advanced like Fetch or Matrox in their operations?" — Vertical Analyst. "But that is -- our customers are giving us an opportunity to sell solutions in that space because we have a relationship with them already." — CEO Burns. "Can you give us an update on trends within like RFID and with Matrox and Fetch, and maybe how you see those businesses in terms of like growth in size exiting this year?" — TD Analyst."

"“I'm a little bit concerned about the capability of Lasertec to really overcome these problems timely. And if somebody comes out with an EB inspection tool that really works, they will be in serious trouble.” — Longtime, senior semicap equipment executive in Japan who is friendly with Lasertec's CEO. “Yes, a lab tool. Yes, not a production tool. Because you have a lot of limitations for productivity...even today, TSMC still has a weekly meeting with Lasertec. My colleagues in procurement and from the fab told me they have a weekly meeting to push Lasertec to improve.” — Longtime ex-TSMC procurement executive who introduced Lasertec inspection tools into TSMC."

""During his tenure at KCS, which began in January 2019, Mr. Fahmy led the Company through its transformational implementation of Precision Scheduled Railroading (PSR)." — Kansas City Southern Press Release, Oct. 13, 2021. "[I]f I'm really honest about things, I would say, Pat Ottensmeyer deserves the credit. [Y]ou could say anything, but I would give the credit to Mr. Ottensmeyer for picking the right person at the right time" — John Orr, COO, Norfolk Southern (Apr. 10, 2024). "I want to extend my recognition to Sameh for the contributions that he has made since joining KCS in 2019." — Patrick J. Ottensmeyer, Former CEO, Kansas City Southern (Oct. 13, 2021)."

""So we are committed to reaccelerating the bookings growth in the coming year, reaccelerate revenue growth in FY '20." — CFO Dylan Smith, Q4 FY2018 Earnings Call; "...ultimately, recommitting to the $1 billion in revenue for the full year of FY '22 and reaccelerating revenue growth next year and beyond." — CEO Aaron Levie, Q2 FY2019 Earnings Call; "So we're still very focused on that reacceleration. This is the entirety of our strategy right now...So the focus right now is entirely on that reacceleration to achieve that target of $1 billion in revenue in FY '22. And so that's where we're putting all of our energy." — CEO Aaron Levie, Q4 FY2019 Earnings Call"

"“We are very focused on bending our cost down again in 2024.” — CFO Tammy Romo; “We've got a lot of opportunity to now go work on bringing out inefficiencies...” — CEO Bob Jordan; “As we look ahead to next year, we are absolutely committed to driving our unit cost down.” — CFO Tammy Romo; “Our [FY'24] CASMx guidance of a 6% to 7% increase year-over-year is also essentially driven by labor and maintenance cost pressures...” — CFO Tammy Romo; “[We expect] our full year CASM-X to increase in the range of 7% to 8% year-over-year, elevated from our previous full year CASM-X guidance due to lower capacity plans in the second half of the year.” — CFO Tammy Romo"

""We are very focused on bending our cost down again in 2024." — CFO Tammy Romo; "We've got a lot of opportunity to now go work on bringing out inefficiencies..." — CEO Bob Jordan; "As we look ahead to next year, we are absolutely committed to driving our unit cost down." — CFO Tammy Romo; "Our [FY'24] CASMx guidance of a 6% to 7% increase year-over-year is also essentially driven by labor and maintenance cost pressures..." — CFO Tammy Romo; "[We expect] our full year CASM-X to increase in the range of 7% to 8% year-over-year, elevated from our previous full year CASM-X guidance due to lower capacity plans in the second half of the year." — CFO Tammy Romo"

""[Henry] Singleton [the CEO of Teledyne] believed in an extreme form of organizational decentralization with a wafer-thin corporate staff at headquarters and operational responsibility and authority concentrated in the general managers of the business units. This was very different from the approach of his peers, who typically had elaborate headquarters staffs replete with vice presidents and MBAs." "Singleton was an iconoclast and the idiosyncratic path he chose to follow caused much comment and consternation on Wall Street and in the business press. It turned out that he was right to ignore the skeptics." — William N. Thorndike, Jr., The Outsiders"

"Being a part of LivePerson right now is like watching a plane crash in slow motion. The CEO is investing in the most random stuff like a health app to test for COVID despite no need for it anymore and a whole BANK? It's a chatbot company, we have no business being in those fields. We have a Chief Coaching Executive for some reason who just gives random "motivational" speeches while the company has layoffs of genuinely enjoyable employees and budget cuts out the wazoo. .... Advice to Management: Get it together, work on what you know and stop trying to do random crap that doesn't apply to our core business model. — Anonymous Employee (April 14, 2022)"

""There IS a large margin gap between Arconic's engineered product business... Kleinfeld SHOULD face questions about why he got 2016 guidance so wrong for Arconic." — Bloomberg, February 7, 2017; "I think there is a legitimate question that's being raised by Elliott which is how long before Klaus really delivers versus his peers...I think it would be a better company if the Elliott guys got on this board than this current board." — Jim Cramer, February 1, 2017; "We see as much as 20% downside if Kleinfeld continues as CEO." — Gordon Haskett, February 13, 2017; "It is hard to see him [Dr. Kleinfeld] surviving." — The New York Times, February 28, 2017"

""We strongly believe that we are in a great position to establish a first-mover advantage to roll out a product that performs well on a pizza... Nondairy cheese, on the other hand, has relatively few players and is a space we feel we can be successful in." — COO Beckmann, Feb 4, 2021. "We feel very good about swapping cheese, I guess, traditional cheese volume for plant-based cheese volume and the margins are very, very healthy." — CEO, Feb 10, 2022. "Quite frankly, who likes the product? They have a substantial plan for retail and are pushing hard, but I think the sales team is struggling." — Former U.S. Sales Executive, Spruce Point Interview."

"I have nothing but the highest regard for Nelson Peltz. We served together on the Heinz board and I found him constructive, open-minded and thoughtful. He played by the rules and was a positive influence. He had a lot of good ideas to help make Heinz a better company, including increased marketing and reducing corporate overhead. He definitely added value for all Heinz shareholders. — Thomas J. Usher, Former Chairman and CEO, United States Steel Corporation, non-executive Chairman of the board of Marathon Petroleum Corporation, Director of The PNC Financial Services Group, Inc. and PPG Industries, Inc., and former Director of H.J. Heinz Company"

"I have nothing but the highest regard for Nelson Peltz. We served together on the Heinz board and I found him constructive, open-minded and thoughtful. He played by the rules and was a positive influence. He had a lot of good ideas to help make Heinz a better company, including increased marketing and reducing corporate overhead. He definitely added value for all Heinz shareholders. — Thomas J. Usher, Former Chairman and CEO, United States Steel Corporation, non-executive Chairman of the board of Marathon Petroleum Corporation, Director of The PNC Financial Services Group, Inc. and PPG Industries, Inc., and former Director of H.J. Heinz Company"

"I have nothing but the highest regard for Nelson Peltz. We served together on the Heinz board and I found him constructive, open-minded and thoughtful. He played by the rules and was a positive influence. He had a lot of good ideas to help make Heinz a better company, including increased marketing and reducing corporate overhead. He definitely added value for all Heinz shareholders. — Thomas J. Usher, Former Chairman and CEO, United States Steel Corporation, non-executive Chairman of the board of Marathon Petroleum Corporation, Director of The PNC Financial Services Group, Inc. and PPG Industries, Inc., and former Director of H.J. Heinz Company"

"Yes. It absolutely does. We're -- we're building several platforms right now. The platform that we've been investing in most substantially is what we refer to internally as our Goldengate platform. It's a very high-performing AI, full stack platform that can be used to address real world problems. And when we kind of bring that capability to customers, what they're seeing is that they can get higher quality, faster deployment with less risk from using our platform than they can from the competitive platforms that they've looked at. So that's really strong. And that platform is powering most of what we're doing... — Jack Abuhoff, CEO of Innodata"

"I don't know why they would pay ($10m for a used plumbing facility in NJ), but my jaw dropped when I heard it — Fmr. Oatly North American Manager. In the system, there were issues with tracking items. We had so many warehouses, there was no control or coordination — Fmr. Oatly Accounting Professional. I think Utah was the wrong place, wrong location. They were looking more at the tax credits (a short-term one shot deal) — Fmr. Oatly North American Manager. This strategic partnership is a testament to Yeo's unwavering commitment to manufacturing standards and high standing in the food and beverage industry in Asia — Samuel Koh, Yeo's Group CEO."

""I was just on -- in your appendix, you obviously showed that the raw material prices and talk about levels for palm oil and rapeseed oil that are unusually high... I'd be interested in your view as to how much is just kind of cyclical factors... versus maybe more structural factors" — Alexander Morrow, Barclays Bank PLC, Research Division. "So there's, call it, a bit of disturbance into the supply chain and supply... And then when you look at this going forward, there is an expectation that prices will come down, but that has been rolling a bit. So at the moment, we're moving -- we're sliding sideways." — Johan Westman, AAK President & CEO."

""But I think the big plan at Oatly is that they know that the cycle of life of this product is not forever. That happened with soy and almonds. So they are ready now. They have a product after oat, and that is Quinoa." — Former Oatly Employee Interview. "In 2008 we bought out the R&D unit and took it out of the company and created a new innovation vehicle called Aventure AB... The core of everything, the mothership is Aventure where we create and innovate." — Oatly Founder Bjorn Oste Interview. "Our background is with oats and Oatly, and we strongly believe we can do it again with this unique collaboration, Quiny," — Swebol CEO Olof Böök."

""Our annual impairment testing indicated that all reporting unit goodwill fair values significantly exceeded their respective recorded values." — 2020 10-K. "So in the U.S., you have a much higher weighting on ENT, CMF and neurosurgical. All 3 of which, obviously, were heavily impacted by the pandemic.... And ENT was the most heavily impacted business of all of the business of Stryker given the aerosolizing procedures." — CEO Lobo, Q2 2020 Earnings Call. "During the year ended 31 December 2020 a goodwill impairment loss of £3,065,000 (2019: £nil) was recognised in relation to the Ear, Nose and Throat (ENT) CGU." — Stryker UK Ltd, FY 2020."

""The business is going to be big in the future. We're going to make whatever change we have to make. The investors either stick with us or don't through that period. But we're invested in it." — CEO Tim Armstrong, Goldman Sachs conference, 9/20/11; "... you can't say we don't have a clear strategy, you may not like the strategy, but we have a clear strategy and we're going to continue to execute against it." — CEO Tim Armstrong, UBS conference, 12/5/11; "AOL has a clear strategy and operational plan...and we will continue to aggressively execute on our strategy...." — AOL press release in response to Starboard's initial letter, 12/21/11"

""Sales momentum increased during the last two weeks of April. This increase in traffic and orders has carried over into May so we expect this month’s orders could be in-line with last May." — Steven J. Hilton, CEO of Meritage Homes (NYSE: MTH). "Shelter-in-place has not impacted our ability to lease homes. In fact, residents have been moving into our portfolio at a similar rate to last year and at a greater rate than they have been moving out." — Dallas Tanner, CEO of INVH. "we expect something close to an exodus from these really large cities where housing is so expensive...search traffic has already shifted on our website." — Redfin"

""International is an area we made important progress during this quarter." — CEO Dudum on Q2 2021 Earnings Call; "In Q3, we expect Honest Health and Apostrophe to generate between $4 million to $5 million in revenue." — CFO Lee on Q2 2021 Earnings Call; "Its early days for Honest Health and Apostrophe and their businesses are in a fairly similar place, where we were a couple of years ago." — CFO Lee on Q2 2021 Earnings Call; "As we indicated on our previous earnings call, the quarter-over-quarter decrease in gross margin was primarily driven by lower margin revenue from Apostrophe and Honest Health." — CFO Lee on Q3 2021 Earnings Call"

""I’m desperately in need of a strategy." — Richard Parsons, CEO of Time Warner Inc., April 2002; "First, we took out management layers. Layers hide weaknesses. Layers mask mediocrity..." — Jack Welch, Former Chairman and CEO of The General Electric Company, October 1989; "If you don’t know how to execute, the whole of your effort as a leader will always be less than the sum of its parts." — Larry Bossidy, Former Chairman and CEO of Honeywell International Inc., June 2002; "The restructuring process was intended to 'delayer' the company’s management structure and reduce costs." — Ann Moore, Chairman and CEO of Time Inc., December 2005."

""Southwest has lost the passion for low-cost, low-fare air travel." — Ryanair CEO Michael O'Leary, March 2024; "Costs are the real glaring issue at Southwest as they over-hired (23% more headcount vs. '19) during the recovery phase and have seen productivity decline (capacity is up 13.8% vs. '19)..." — Melius, January 2024; "Southwest is tied (with United) for the most growth, but its unit cost inflation is still worse than all others." — J.P. Morgan, July 2023; "When [CEO Bob Jordan] came to the SWAPA Board of Directors meeting, he said specifically that operations wasn't his strong suit." — SWAPA President Casey Murray, August 2022"

""Southwest has lost the passion for low-cost, low-fare air travel." — Ryanair CEO Michael O'Leary, March 2024; "Costs are the real glaring issue at Southwest as they over-hired (23% more headcount vs. '19) during the recovery phase and have seen productivity decline (capacity is up 13.8% vs. '19)..." — Melius, January 2024; "Southwest is tied (with United) for the most growth, but its unit cost inflation is still worse than all others." — J.P. Morgan, July 2023; "When [CEO Bob Jordan] came to the SWAPA Board of Directors meeting, he said specifically that operations wasn't his strong suit." — SWAPA President Casey Murray, August 2022"

"Listen, we were 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 where just large challenges really scale up and it's the same challenge we've had, frankly, the TSO3, which is the sterilizing company that we bought, and a lot of times when we buy smaller companies, the demand tends to overwhelm us. And we have to go back to the design robustness and be able to scale the manufacturing, build new production lines. — CEO Lobo, Q3 2020 Conf Call"

""Southwest has lost the passion for low-cost, low-fare air travel." — Ryanair CEO Michael O'Leary, March 2024; "Costs are the real glaring issue at Southwest as they over-hired (23% more headcount vs. '19) during the recovery phase and have seen productivity decline (capacity is up 13.8% vs. '19)..." — Melius, January 2024; "Southwest is tied (with United) for the most growth, but its unit cost inflation is still worse than all others." — J.P. Morgan, July 2023; "When [CEO Bob Jordan] came to the SWAPA Board of Directors meeting, he said specifically that operations wasn't his strong suit." — SWAPA President Casey Murray, August 2022"

"Do you think that maybe because your sort of the one big dominant player in the industry, you're a little bit more insulated from maybe competitor discounts and promotions, maybe relative to some other apparel footwear companies out there? — Analyst. That said, you're right to call out that we are the brand in the industry. We're the leading brand in the industry, and we really almost never turn up the promotional lever because it just doesn't seem to pay back either in that year and certainly not in the following year when we have to go off again, sort of an artificial lift in sales that may have been margin eroding. — CEO Response"

"Q - Keith Howlett: "On Note 5 [of the FY 2013 Annual Report], I was trying to figure out the leasehold improvements, there seemed to be some items called 'disposals at cost,' and there's sort of an offset there." A - Larry Rossy, CEO: "I don't know what guys, you're going to have to help me out, guys, here." A - Michael Ross, CFO: "Disposal of costs, that would be fixtures or related to..." A - Rossy: "I would say cars." A - Ross: "Cars. Yeah, okay. We sold a few cars." Q - Howlett: "Oh, I see, okay. Well, it shows up as CAD 15M for a year, that's a lot of cars." A - Rossy: "Oh, it's a very expensive car." — FY 2013 Q4 Earnings Call"

"Two years ago, the Nashville Vought Aircraft Industries plant was scheduled to be shut down to streamline costs. Instead, the 1,200 jobs stayed in Nashville, the company became profitable and productivity, safety and morale improved steadily. At the helm is Vought CEO and President Elmer Doty, who brought in new management and led a strategic planning effort at the aerospace industry manufacturer. Doty and his new management crew - 40 percent of whom were from outside the aerospace industry - scrutinized everything from low morale to aging facilities and equipment to supply chain problems. — Nashville Business Journal, May 11, 2008"

""We believe that having an independent chair is the preferred structure for board leadership. Having an independent chair avoids the inherent conflict of self-oversight and helps ensure robust debate and diversity of thought in the boardroom." — Wellington; "The roles of chair and CEO are substantially different, requiring distinctly different skills and experience. Therefore, LGIM expects the two roles to be separated." — Legal & General; "Harris has an existing guideline that states that we will normally vote in favor of proposals requiring the separation of the Chairman and Chief Executive Officer positions" — Harris Associates."

"“As Rick said, we do sort of the ground game for us is those smaller acquisitions that we do roughly one a quarter and we consider that more like an organic activity.” — CFO Mike Sicoli, Q2 2018 earnings call; “We add these smaller acquisitions and buying books of business which I call organic as well because it's a lot less expensive sometimes to buy those books than to take six months or nine months to build a sales organization to achieve that.” — Executive Chairman H. Brian Thompson, Q4 2017 earnings call; “The organic part of our business is also the combination of small acquisitions.” — CEO Rick Calder, Q3 2018 earnings call"

""But the market wages are shifting on us literally every single month. So we have to be aware that we will see wages go up next year. We have the ability to pass on some, but not all of that to our customers. The majority of our contracts on an account basis have cost-of-living adjustments baked into them, where we can increase customers' rates commensurate with the wage increase that we're going to give to our employees. But some of our largest contracts, which are signed for 2-year or 3-year terms, have fixed pricing. And so in some cases, we'll see a gross margin impact as a result of that." — CEO Maddock, JPM Conf Nov 18, 2021"

"The CEO came from Chevron Phillips Chemical. That is another thing I think they should look at. Take Mark Lashier, he's an expert there, and spin off that business. — Anonymous Investor; We have had significant issues with Mark Lashier, who's the CEO. He is on the hot seat at this point due to these operational issues. — Anonymous Investor; This last Q4 where Phillips came out and their refining margins were so weak, so weak. That is just fundamentally unacceptable. — Anonymous Investor; Mark controls everything and that is not a good thing and as you can see that does not lead to strong corporate performance. — Anonymous Investor"

""We believe that having an independent chair is the preferred structure for board leadership. Having an independent chair avoids the inherent conflict of self-oversight and helps ensure robust debate and diversity of thought in the boardroom." — Wellington; "The roles of chair and CEO are substantially different, requiring distinctly different skills and experience. Therefore, LGIM expects the two roles to be separated." — Legal & General; "Harris has an existing guideline that states that we will normally vote in favor of proposals requiring the separation of the Chairman and Chief Executive Officer positions" — Harris Associates"

""And we think that will be a very good economic roundtrip of invested capital on the part of APC into the MLP, and then reinvest that capital again. It really, for us, mid-stream delivers our upstream story. We're not trying to develop a separate midstream line of business that has a lot of third party work that will go into it, but rather it will be something that supplements what we would otherwise be doing for ourselves on balance sheet, by having a different access to capital and a different way to recognize the value of those assets in the market place." — Al Walker, Current CEO, Former SVP & CFO Anadarko (November 8, 2007)"

"We are very pleased by the quality of the preliminary data from our First-In-Human Feasibility Study conducted in Italy and presented at the American Thyroid Association 2024 Annual Meeting. The data presented on 30 patients in three distinct cohorts demonstrated our system's effectiveness in reducing nodule size. In Cohort 3, three patients received complete nodule treatment and achieved on average 83% volume reduction at one year and significant reductions in symptoms just one month after treatment without evidence of residual fibrosis or scarring that would routinely accompany radiofrequency ablation. — Pulse Biosciences CEO"

""So we've got some new products in the assortment, Alani Nu, GHOST and C4 are all performing very well, and those are newer entrants into the assortment. Red Bull and Monster on the flip side have been stalwarts in the category and continue to grow at an accelerated pace." — CEO of Casey's General Stores, Dec 10, 2024; "And when you look at the small stores and the smaller convenience stores, it's a crapshoot how much of those numbers go into Nielsen." — Monster Co-CEO Schlosberg, Jan 16, 2024; "Last I was there, convenience was doing about 50% of the total gross volume in the market." — Former Monster National Account Manager"

"Southwest has lost the passion for low-cost, low-fare air travel. — Ryanair CEO Michael O'Leary, March 2024; Costs are the real glaring issue at Southwest as they over-hired (23% more headcount vs. '19) during the recovery phase and have seen productivity decline (capacity is up 13.8% vs. '19)... — Melius, January 2024; Southwest is tied (with United) for the most growth, but its unit cost inflation is still worse than all others. — J.P. Morgan, July 2023; When [CEO Bob Jordan] came to the SWAPA Board of Directors meeting, he said specifically that operations wasn't his strong suit. — SWAPA President Casey Murray, August 2022"

""The Dubai assets were contributed with no debt attached to them. Some of the assets are in various stages of development, where the progress payments would be required in the next couple of months." — Mindee Lee, CPI PG Director of Corporate Strategy. "In general, these are luxury residential properties in Dubai. And I think if you read any article covering Dubai real estate, you would see this is the hottest segment of the market. We’ve already had a lot of good traction on selling the assets. And as I said earlier, our goal is to sell these properties as soon as possible and move on from it." — David Greenbaum, CPI PG CEO."

"Southwest has lost the passion for low-cost, low-fare air travel. — Ryanair CEO Michael O'Leary, March 2024; Costs are the real glaring issue at Southwest as they over-hired (23% more headcount vs. '19) during the recovery phase and have seen productivity decline (capacity is up 13.8% vs. '19)... — Melius, January 2024; Southwest is tied (with United) for the most growth, but its unit cost inflation is still worse than all others. — J.P. Morgan, July 2023; When [CEO Bob Jordan] came to the SWAPA Board of Directors meeting, he said specifically that operations wasn’t his strong suit. — SWAPA President Casey Murray, August 2022"

"“...we remain committed to the proactive and disciplined allocation of capital. We have the capacity to return the majority of normalized free cash flow to shareholders in fiscal 2019, subject to factors such as M&A, financial markets and prevailing industry conditions. I am pleased to say this includes a proposed increase in the quarterly cash dividend for the sixth consecutive year, subject to shareholder approval in the annual general meeting in January 2019. Additionally, we retain the optionality to execute on M&A strategically for long-term goals, possibly utilizing debt where appropriate.” — Shuky Sheffer, CEO, Amdocs"

""We can absolutely do scrip deals out of the DLC... We can buy from the DLC, we can buy from the Plc, from the Ltd, we can do a lot. That is absolutely not an excuse for M&A, but M&A, of course, has to make sense in itself." — Jakob Stausholm, CEO, 31 July 2024; "I must say we didn't discuss that much because it just adds a layer of complexity... It's not going to make a material difference from our point of view. When we became clear about that, the perfect match for us was to get into Arcadium, we focused in on a cash deal... and therefore didn't choose to open up for further complexity." — Jakob Stausholm, 9 October 2024"

""So from a PreCheck perspective, we've talked about, I think, over the last probably 8 quarters that we've been carrying expenses overhead for PreCheck and that's why we're so optimistic on our high incremental margins." — CEO, Q4 2023, Feb 28, 2024. "And just quickly on the PreCheck. Look, PreCheck is going really well. It's gaining great momentum. We're live today in 91 locations, driving market share. In terms of upsell rates, we have 90% plus marketing opt-in rate. And our upsell rate for those members or those people joining PreCheck that are not already CLEAR members is approaching 20%." — CFO, Q4 2024, Feb 26, 2025."

"“unlike other shareholder proposals on this topic, which typically seek the adoption of a policy for an independent board chair, this proposal seeks a binding amendment to BlackRock’s Bylaws. Accordingly, voting in favor of amending the Company’s Bylaws to require separation of the Board Chair and CEO roles prevents the Board from exercising its discretion to make the best-informed decision on a leadership structure that serves the Company and its shareholders based on the relevant facts and circumstances from time to time.” — BlackRock's Opposition Statement to Bluebell Capital Partners’ propose item, 4th of April 2024."

""And in our conversations with customers that effectively -- the math would come back to effectively the same kind of level of businesses we do today, that's -- I know it's a somewhat high-level explanation, but to take you any deeper would require spreadsheets..." — Ajay Shah, Chairman/CEO. "This reduction of the Import Tax diminishes the protection of the national industry and, if it comes along with the reduction of the tax benefit that we have today in the Computer Law, it may be big enough that there is no longer interest of a company, multinational company to produce in Brazil" — Rogério Nunes, CEO of SMART Brazil."

"“While mgmt would not directly respond to whether it had received prior “informal” interest, the company reiterated its position that any serious approach would have been required disclosure in S-4.” — Bank of America, March 8, 2019; “... So as any CEO in any industry, I have conversations with other CEOs. The few discussions and conversations that I've had in the past have all been at a very high level. There has been no discussion about economic terms. There has been no offer. And I'd like to add more. There has been no discussion whatsoever since 2017.” — Giovanni Caforio, Cowen Health Care Conference, March 12, 2019"

"Both Resideo and Snap One share a strong culture of innovation and employee bases dedicated to supporting their integrators and driving value in the markets where they operate. We see significant benefits for integrators in the combined businesses with a wider selection of third-party and proprietary products, access and enhancements to support services and rapid product fulfillment through a comprehensive branch footprint and strong digital capabilities. All of this creates an attractive financial profile that we expect to be accretive to revenue growth, margins and non-GAAP EPS for Resideo. — CEO Deal Call April 2024"

""You're really in 50/50 land on the federal investment tax credit being extended... I'm on the 50 that says, I don't think it gets renewed." — Senior Solar Industry Executive; "I think a lot of what the focus will be under a Biden administration will be offshore wind and energy efficiency." — Former Sunnova Executive; "We would need to do to maintain neutrality on that is to improve costs by about 4% every year and raise pricing by about 2% each year." — Sunnova CEO Q4 2019 Call Feb 27, 2020; "You only have so many levers to make up that delta. You're going to have to be pulling on every lever." — Industry Executive"

""And if anything, what they've done is they've increased the validation that robotics are here to stay." — CFO Boehnlein, Q1 2021. "We are confident on the prospect of maintaining our lead versus any of the competing systems on the market." — CEO Lobo, May 5, 2021. "And that, to me, is a tailwind. It's -- robotics, overall, it's still very underpenetrated. So that will grow the actual adoption." — CEO Lobo, Sept 2021. "And that, frankly, has just raised awareness in the category. And that's acted more as a tailwind than, frankly, a problem for us because we know we have the best solution." — CEO Lobo, Nov 18, 2021."

"I heard it's made by Ushio, and the problem is the lifetime is only three months. And out of the three months, tuning is one month, so they can only use it for two months until they have to replace it again. So, it's very low efficiency. In order to provide sufficient capacity, customers need to purchase more than one tool where they only would need one. ... That's the failure of the qualification at TSMC—that's a good possibility. And from another source, I heard that they are still using optical and electron beam solution. — Longtime, senior semicap equipment executive in Japan who is friendly with Lasertec’s CEO"

""The way to think about the 10% [growth in bookings], both in the past and in terms of our future intention, is that roughly half of our growth will come through headcount additions. The other half will come through productivity lift." — Ed Flynn, Former EVP, Worldwide Sales and Marketing; "And that productivity has really been phenomenal for multiple years now. I'm sure that products are helping, but clearly it's also really great execution and great leadership in that organization. They have proven once again this quarter that we have the best direct sales force in the world." — Carlos Rodriguez, President & CEO"

""We are targeting approximately $20 million of revenue synergies or just under 10% of 2020 revenues by 2025. Those synergies coupled with Itiviti's own strong momentum should sustain strong, high-single digit growth for years to come." — CEO Gokey, Itiviti M&A Call, March 29, 2021. "Last, Itiviti is delivering clear financial benefits. Fiscal '22 revenues came in ahead of our acquisition case at $256 million, and we exceeded our earnings target. We've actioned almost $10 million in synergies, including $3 million of revenue synergies and $6 million on the cost side." — CEO Gokey, Q4 2022 Conf Call, Aug 12, 2022."

"“We're also excited to announce that in anticipation of this program, we are proceeding forward with the design of our next-generation silicon chip specific to DNA data storage.” — Emily Leproust, Twist CEO (Aug 1, 2019); “Now I'll move to data storage. Last year, we reported that we were pursuing the fabrication of our first silicon chip, specifically for data storage.” — Emily Leproust, Twist CEO (Aug 6, 2020); “Moving to data storage, we continue to make solid progress as we drive towards commercialization, working with a proof-of-principle chip at 1-micron pitch.” — Emily Leproust, Twist CEO (Aug 6, 2021)."

""Because CAR-T is a personalized therapy, the launch of the product is likely to be limited by (a) the medical centers which can administer the therapy and (b) the complex manufacturing process...we would expect initial revenues in the hundreds of millions, not the billions." — Morgan Stanley, August 2017. "Now both KISQALI and KYMRIAH have had slower starts, but we remain confident that with KISQALI, over time, we can build this into a blockbuster medicine...and with KYMRIAH...we feel confident...we can drive KYMRIAH's growth well into the future." — Vasant Narasimhan, CEO of Novartis, Q4 2018 Earnings Call."

""why should it cost $70,000 to $80,000 for disposables" when they are just "plastic tubings and plastic containers...it is, no question, overpriced." — Surgeon and director of a leading transplant center in the Northeast. "ridiculously expensive...I could argue predatory"; "outrageously overpriced"; "completely unreasonable, to be very, very clear"; "yeah, it is pretty polarizing". Regarding the CEO Waleed Hassanein, he noted "a level of arrogance...I think they are generally known to be fairly assertive and aggressive." — Transplant hepatologist and director of the liver program at a Midwest academic center."