Callouts & quotes from 2,101+ activist slides

"As Gary transitions to the Executive Chairman role, we are completely aligned in terms of the direction of the company. There are things, of course, that we want to work on, but this is not a change to Southwest Airlines, 90 degrees either direction. We're extremely aligned. We're not reinventing the company post-pandemic. It's quite the opposite... And I just want to stop and express my gratitude to my friend, Gary Kelly. He's been my sponsor, my mentor for 34 years. You couldn't have a better one. He's my friend. — CEO Bob Jordan, December 2021"

"As Gary transitions to the Executive Chairman role, we are completely aligned in terms of the direction of the company. There are things, of course, that we want to work on, but this is not a change to Southwest Airlines, 90 degrees either direction. We're extremely aligned. We're not reinventing the company post-pandemic. It's quite the opposite... And I just want to stop and express my gratitude to my friend, Gary Kelly. He's been my sponsor, my mentor for 34 years. You couldn't have a better one. He's my friend. — CEO Bob Jordan, December 2021"

"I announced Operation Bear Hug. Each of the fifty members of the senior management team was to visit a minimum of five of our biggest customers during the next three months. The executives were to listen, to show the customer that we cared, and to implement holding action as appropriate. Each of their direct reports (a total of more than 200 executives) was to do the same. For each Bear Hug visit, I asked that a one- to two-page report be sent to me and anyone else who could solve that customer's problems — Lou Gerstner, CEO of IBM (1993 – 2002)"

""Our gross administrative fees will grow at a faster rate than net admin fees, as we forecast increases in our revenue share obligation due to renewal pricing, shift of fixed fee to shareback agreements, and the impact of performance related fees on the percentage of shareback." — Mike Nolte, COO, MedAssets; "I know we have discussed this in the past, but we do see continued pressure, as we said, in the 100-basis-point to 200-basis-point range for the revenue share obligation -- that's an industry trend." — Haley Wise, Chairman & CEO, MedAssets"

"“Nelson Peltz seeks to understand other points of view as much as he seeks to be heard. He is an active listener. Having been a CEO, Nelson also has a healthy respect for the difficulties and challenges of leading large public companies...Nelson is collaborative by nature – he is always searching for the best ideas. That makes him a great change agent.” — Dennis Reilley, Former Chairman and CEO, Praxair, Inc., current Chairman of Marathon Oil Corporation, and Director of Dow Chemical Company and Covidien Ltd., and current Trian Advisory Partner"

"Nelson Peltz and I served together on the Heinz board beginning in 2006 and have remained in touch since the company was sold in 2013. Nelson was an insightful and constructive presence on the Heinz board. He approached board and management relationships professionally and collegially. Nelson, in concert with other members of the Heinz board, made excellent strategic and operational recommendations and decisions which helped move Heinz forward. — Charles E. Bunch, Chairman and CEO, PPG Industries, Inc., and former Director of H.J. Heinz Company"

""Nelson Peltz seeks to understand other points of view as much as he seeks to be heard. He is an active listener. Having been a CEO, Nelson also has a healthy respect for the difficulties and challenges of leading large public companies...Nelson is collaborative by nature – he is always searching for the best ideas. That makes him a great change agent." — Dennis Reilley, Former Chairman and CEO, Praxair, Inc., current Chairman of Marathon Oil Corporation, and Director of Dow Chemical Company and Covidien Ltd., and current Trian Advisory Partner"

"Nelson Peltz and I served together on the Heinz board beginning in 2006 and have remained in touch since the company was sold in 2013. Nelson was an insightful and constructive presence on the Heinz board. He approached board and management relationships professionally and collegially. Nelson, in concert with other members of the Heinz board, made excellent strategic and operational recommendations and decisions which helped move Heinz forward. — Charles E. Bunch, Chairman and CEO, PPG Industries, Inc., and former Director of H.J. Heinz Company"

"“Nelson Peltz seeks to understand other points of view as much as he seeks to be heard. He is an active listener. Having been a CEO, Nelson also has a healthy respect for the difficulties and challenges of leading large public companies...Nelson is collaborative by nature – he is always searching for the best ideas. That makes him a great change agent.” — Dennis Reilley, Former Chairman and CEO, Praxair, Inc., current Chairman of Marathon Oil Corporation, and Director of Dow Chemical Company and Covidien Ltd., and current Trian Advisory Partner"

"Nelson Peltz and I served together on the Heinz board beginning in 2006 and have remained in touch since the company was sold in 2013. Nelson was an insightful and constructive presence on the Heinz board. He approached board and management relationships professionally and collegially. Nelson, in concert with other members of the Heinz board, made excellent strategic and operational recommendations and decisions which helped move Heinz forward. — Charles E. Bunch, Chairman and CEO, PPG Industries, Inc., and former Director of H.J. Heinz Company"

"“Supply path optimization (SPO) is a major focus for many marketers in 2020—but it's also an area of significant confusion.” — Blog; “Is Supply-Path Optimization successful? No, because it is only half the equation.” — Blog; “WTF is supply-path optimization?” — Blog; “Yes. Sure. So there's been several phases of programmatic advertising over the last 15 years of its inception... And we are clearly differentiated as that player that can do everything that's independent, that's scaled and feel really good about our path going forward.” — MGNI CEO"

""The $5bn deal is about funding, not AI growth" — Bank of America Global Research, August 8, 2024; "Lumen actually regretted selling fiber to us. I had conversations with two previous CEOs who both said they enabled us to compete with them and they wish they had never sold us fiber...For the past 20 years, Lumen has been very reluctant to sell fiber. I think now, based on their liquidity profile, they are selling that." — Dave Schaeffer, CEO Cogent Communications, Oppenheimer Technology, Internet, and Communications Conference, August 12, 2024"

"“There’s so much that’s going on to be found out...do you know everything that’s going on with the OIG and DOJ and the IRS...it’s deeper than [the Washington Post]...here’s 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, in particular...and then the state attorney general...Medicare fraud...the most prominent attorney general that’s getting involved is Virginia....” — CEO of a major OPO (Organ Procurement Organization), longtime industry executive"

"But more and more expanding into primary care is a big part of the strategy. And it's really encouraging what we're seeing. I believe it's better for patients, better for physicians, better for payers to bring Zio upstream earlier in the kind of the care pathway for patients. And it feels like everyone is supporting that...So cardiologists and electrophysiologists, which are generally the clinical champion when an account is initially opened, they are supporting this move up to primary care. — iRhythm CEO Blackford at BAML Conference, 5/13/25"

"“Yeah. One of the frustrating-but-sort-of-good news, good news, bad news aspect for us is our rep productivity, the amount of the amount of new MRR that reps have sold has actually been quite good. So, as we've scaled up the sales force, that's one of the things that you worry about will just fall off a cliff.” — Chris McKee, General Counsel and EVP; “We see a lot of opportunity to continue to grow the scope and scale of the organization and maintain productivity rates which we think are industry leading in some respects.” — Rick Calder, CEO"

"“We showcased several innovative technologies at Labelexpo... The second innovation is Fasson Curve appeal, which will enable consumer packaged goods companies to label containers with complex curves, where today the only option is shrink sleeve.” — Former CEO and Chairman Dean Scarborough, Q3 2010 Conf Call. "The clearest threat to Avery has been the growth of shrink sleeves. It’s a container that’s fully decorated where the full bottle is covered by a plastic label and shrunk with heat." — 50 Year Pressure Sensitive Industry Label Expert."

"Q - Amit Singh: Hi, guys. This is Amit Singh for Jason. Just a quick question regarding your guidance for fiscal 2017. So the revenue growth guidance is around 20% year-over-year. How much of that is sort of inorganic from L4? . . . Q - Amit Singh: Okay. And is the inorganic contribution around 1%, 2% from L4? A - Martín Migoya (CEO): Oh, Ale, can you cover me on that? A - Alejandro Scannapieco: No. Definitely, definitely. It's pretty much in that range. . .So you are pretty much in the range. Yes. — 4Q16 Conference Call – February 16, 2017"

""In Asia, so it accounts for $90 million of our $200 million export business... So big, big ideas, big, big expectations for China in the future." — CEO Farrell, CAG NY Conference, Feb 2019; "This should be in that Tier 4 that hasn't even been implemented yet when anything and everything from China could be impacted. So no impact on tariffs right now.." — CFO Dierker, FLAWLESS Call, March 2019; "So Waterpik has been hit with a 25% tariff... it's 25% upcharge on everything that comes from China..." — CEO Farrell, CAG NY Conference, Feb 2019"

"Looking ahead, I anticipate fiscal year '24 revenue may reach the range of $8 billion to $10 billion, considering the current economic headwind may be lasting for many quarters. As we continue to gain IT market share with the best rack scale plug-and-play IT total solutions, I believe we will soon become a $20 billion revenue company. Our business model have been optimized, our engineering teams are fully ready, and our worldwide campus production capacity and efficiency are now second to none. — CEO Charles Liang, Q1 2023 Conference Call"

"So, yeah, this business has grown double-digit, 10% for the last couple of years... it's safe to say, we expect 4% growth sustainable going forward year after year. — CEO Waterpik Deal Call 7/7/2017; The Waterpik business was growing rapidly prior to, to our acquisition. And what we said that we -- we see this business can grow high single digits for the foreseeable future — DB Conf June 2019; So first Waterpik... in 2018 we delivered 22% growth. Year-to-date '19, we are running at about the same rate in excess of 20%. — DB Conf June 2019"

"“It’s an ultra-expensive device. They’re under increased scrutiny by the federal government. We have some frustrations with them because transplant centers will use it off-label... we have a surgeon here locally. He shows up and recovers the liver, and sends it to that transplant program. And then, that program puts the liver on the pump and then transplanted the liver later. Well, they transplanted the liver late. They actually lost the liver on the pump.” — CEO of a major OPO (Organ Procurement Organization), longtime industry executive"

""I'm compensated based upon AFFO per share growth and ROIC. And so, it's very simple. And so, everything that we do, every new dollar that we allocate within the business will be to drive those - those two metrics in a very high quality way." — CEO Tom Bartlett, American Tower, May 2020; "Some folks want to see that growth on the revenue line. I continue to submit to you that the ROIC that we can produce by doing what we're doing is better and the value created for our shareholders will be better." — CFO Brendan Cavanagh, SBA, April 2018"

"“What we’d be comfortable saying is we developed a theory of what causes dendrites, a theory that was different from the conventional wisdom, and we were able to empirically validate the theory well enough to allow us to build solid-state separators that work at record-high levels of current density without needing elevated temperatures while delivering >1,000 cycles,” he said. “These are of course, the parameters you need to hit to be useful in real cars, so that’s why this development is interesting and important.” — QuantumScape CEO"

""The growth of electronic banking and other electronic payment systems is decreasing the demand for checks and consequently causing pricing pressure for our financial supplies business as competitors aggressively compete for share of this shrinking market." — Intuit Prospectus Supplement Filed 3/9/07. "When you combine revenue from Connected Services with other highly predictable sales such as financial supplies and tax desktop software, more than 80% of Intuit's revenue is recurring." — Brad Smith, Intuit CEO, on Q4 2012 Earnings Call"

"“So what we are looking to build is a vehicle that can have both dual use, civil and defense application that reuses as much as possible from the existing program we have today with a hybrid powertrain” and “we can flex between the civil side and the defense side and give upside to the ability to deliver more aircraft if we’re able to build and there are programs that are in place” — Archer Aviation CEO, Q1 2025 Earnings Call. “This program will build directly on Midnight’s core technology” — Archer Aviation CTO, Q4 2024 Earnings Call."

"“We’re number one in about 2/3 of the segments in which we compete...We’re number one in the cement additives business...Number two in concrete admixtures worldwide...We’re number one in a segment of the waterproofing business” — Greg Poling, President & CEO, January 2016. “We have a nimble, very low capital intensity business, and a very flexible footprint...We think these are sustainable advantages...Our margins and return on invested capital are as high as you’ll see in the industry...” — Greg Poling, President & CEO, January 2016."

""Under the turnaround Helly Hansen overhauled its management and cut its product lines by a quarter. Working capital fell to a third from more than a half of its sales as it reduced inventories and cut capital spending." — Financial Times (FT); "We focused on the basics of getting cash in as quickly as we could... Quite frankly the first three to four months weren't particularly pleasant... We've taken the business from being a sales-driven company in the last 10 years to a more consumer-focused one" — Paul Stoneham, CEO Helly Hansen"

"“two companies a week were coming in with the same designs and talking to me about the same things.” — Unnamed new space CEO. “[Apollo Fusion] is a company that has made claim 1 and failed, made claim 2 and failed, and is now building something that everyone else has been building forever.” — Unnamed expert. “I’ve long believed that there has been an amazing opportunity to provide communications satellites, essentially an internet in the sky, with the opportunity to provide internet anywhere and everywhere, fulfilling” — Craig McCaw."

""We plan to meaningfully increase investments in brand building, A&P and new product development to build a base for continued long-term growth." "We've got a very well-defined M&A criteria that always starts with brand building and long-term growth profile. And we think that this is a very good long-term growth opportunity." "So the category and DenTek have had very high single-digit growth trends over the last couple of years and we like the makeup of the competitive environment here." — Ronald Lombardi, CEO, M&A Call, Nov 23, 2016"

"American Capital Ltd.'s executive compensation received an F grade in our proprietary pay-for-performance model. The Company paid more compensation to its named executive officers than the median compensation for a group of companies selected using Equilar's market based peer algorithm. The CEO was paid more than the median CEO compensation of these peer companies. Overall, the Company paid more than its peers, but performed moderately worse than its peers. — Glass Lewis, April 8, 2015 Annual Meeting "Pay for Performance" Commentary"

""The latest portfolio restructuring announcement this morning reflects the last in a series of value-creating divestitures which have been consistent with our stated strategy of focusing on a differentiated portfolio...I expect this new company to generate revenue growth at a rate well in excess of global GDP and average EBITDA margins approaching 15%. We will be a strong vibrant $9 billion differentiated chemical company with tens of thousands of different products and formulations." — Peter Huntsman, President & CEO, February 2007"

""In the restaurant space there are two that are very strong, Toast and Touchbistro. The offerings are very similar. I would say the restaurant products five years ago were not as strong. I think they made a lot of changes but originally, they had trouble competing against those businesses." — Former Lightspeed Employee. "With limited visibility into how quickly the industry may recover, and facing slower than anticipated growth, we now find ourselves in the unenviable position of reducing our headcount." — Toast CEO Chris Comparato."

"We are short Goosehead Insurance (Nasdaq: GSHD) for three key reasons: (1) our analysis shows that, contrary to management’s claims, the failure rate of their first-year franchisees topped 67% in 2021 and we expect that number to increase again in 2022; (2) GSHD’s reliance on the housing market is much greater than management lets on; and (3) we calculate that the CEO and other pre-IPO investors have taken more than $900 million off the table while the company has only generated $23.4 million in cumulative net income since the IPO."

""We have conducted on the ground due diligence in China and believe that Ballard's Chinese growth ambitions are likely to fail from weak partnerships with Broad Ocean and Synergy." — Spruce Point; "Our Q3 results and full-year outlook have been adversely impacted primarily by recent headwinds in the China fuel cell market... These challenges resulted in slower than expected stock sales by the Synergy-Ballard JV, and a resulting buildup of inventory and working capital pressures." — R. Randall MacEwen - CEO, Ballard Power Systems"

"My suspicion is it was the light source. The light source didn't perform, so the customer demands a new light source. And I heard the light source alone costs $10 million. So, if they are forced to replace the light source two or three times until it functions properly, that will cost them $40 million, almost as much as a new tool, as you mentioned, $40 million being the price. It can be very costly to replace parts. That's my suspicion. — Longtime, senior semicap equipment executive in Japan who is friendly with Lasertec’s CEO"

""It is said that leadership is the ability to guide or direct others. We would add to that definition the ability to inspire, enthuse, motivate and encourage – for starters. The fact is, Darden Restaurants leadership manifests itself in hundreds of ways every day. Indeed, we consider leadership excellence to be the essential strategic plank of our business model....leadership creates value for all of our stakeholders – guests, investors, employees, vendors and the community." — Darden 2004 Annual Report (Joe Lee's last as CEO)"

""It is said that leadership is the ability to guide or direct others. We would add to that definition the ability to inspire, enthuse, motivate and encourage – for starters. The fact is, Darden Restaurants leadership manifests itself in hundreds of ways every day. Indeed, we consider leadership excellence to be the essential strategic plank of our business model....leadership creates value for all of our stakeholders – guests, investors, employees, vendors and the community." — Darden 2004 Annual Report (Joe Lee's last as CEO)"

""I hate to break it to you...the [power] generation that they're [data center operators] citing is mostly not renewable and mostly not carbon free...Nuclear SMRs hopefully will be great, but they're not a productionized technology at scale today." — Astrid Atkinson, CEO Camus Energy at DER Task Force conference. "We are very interested in innovation in data centers...as long as it has a 20-year track record." — Former SVP Prime Data Centers, a Global Data Center Developer & Operator, 30 years in data center project development"

"I’d say it’s early days and we’ve always said this is going to be a 5-year journey with KYMRIAH to really get it to be the globally successful brand we want it to be. On manufacturing, we have seen some variability in our product specifications. — Vasant Narsimhan, Novartis CEO, July 2018; Let’s first make a comment about manufacturing and gene therapy of CAR-Ts. I think we all need to be aware, this is an extremely new field. A lot of manufacturing technologies are under development. — Richard Ridinger, Lonza CEO, July 2018"

"Here's the time line and the value opportunity. So currently, we're in that feasibility study stage focused on RPM, just finished our last round of drilling. Watch the news flow in the coming weeks as drill results start to come in and then get this resource update before the end of the year. Concurrently, we have the next level of metallurgical test work happening now. Everything converging on delivering this feasibility study for RPM by the end of 2025. All of our resources are going towards that. — Nova CEO, Sept 30, 2024"

"The current CEO is Peter Chapman. He doesn’t know quantum computation at all. And he’s a salesman at the same time. This, in my opinion, is a very dangerous combination because I have heard him say things that are just completely wrong. Outside IonQ, and I’m sure probably even inside IonQ because I know technical people at IonQ, and I understand that they’re worried. Outside IonQ, people laugh at the kinds of things that Peter Chapman says. — Leading quantum computing researcher who has published papers with IonQ’s founders"

"“CSIM believes that the board is typically best positioned to determine its leadership structure. Therefore, CSIM will typically not support proposals requiring the separation of these roles unless certain circumstances are in place.” — Charles Schwab Investment Management. “We will generally vote for proposals looking to separate the CEO and Chairman roles unless the company has governance structures in place that can satisfactorily counterbalance a combined chairman and CEO/ president post.” — JP Morgan Asset Management."

""This alliance is a critical addition to our industrial asset management capabilities as we continue to strategically invest for growth by delivering integrated APM solutions for our energy and industrial customers. We share the same strategic vision of combining critical equipment engineering with digital analytics, and Augury also has broad technology and skillsets that complement our existing offering to improve efficiencies, productivity and operational excellence." — Lorenzo Simonelli, chairman and CEO at Baker Hughes"

"Search for a new director did not commence until after Elliott launched its proxy contest. Mr. Hess replaced Sir Martin Sorrell, who only attended 63% of Arconic's board meetings in 2016 – this would have resulted in an automatic AGAINST recommendation by major proxy advisors. Mr. Hess decided to join the Board after Elliott launched proxy contest and promptly endorsed a failed CEO, which Sir Sorrell has a significant stake, was compensated for Dr. Kleinfeld's wasteful and exorbitantly expensive Jetsons marketing campaign"

""If you look at where search comes from on the AOL properties, majority of it comes from the homepage client and from AOL.com." — CEO Tim Armstrong, 2Q10 conference call, 8/4/10; "... AOL's search business is intimately linked to the Access business. Content isn't driving search – it's people who use AOL software. Current and former Access and AIM users. AOL tried a lot of things to get more users from other sites to use Search, but nothing worked, it was fairly disappointing ...." — Former senior AOL employee, March 2012"

"“The turnaround would be astonishing in any industry, but especially in the beverage-marketing business, where short-lived brands are depressingly common... I posed those questions to Triarc’s top executives: chairman and majority owner Nelson Peltz, CEO Mike Weinstein... There is a vital interplay between the challenge a brand faces and the culture of the corporation that owns it. When brand and culture fall out of alignment, both brand and corporate owner are likely to suffer...” — John Deighton, Harvard Business Review"

"“Indicative of the strength within our portfolio is the performance of our 50 most productive United States centers. These properties generated average sales per square foot of approximately $648. Not only do these 50 centers produce tremendous sales per square foot, they also represent approximately 50% of our total mall NOI. This is one more example of the quality of our portfolio, and quality will be more important than ever as we move forward in 2008 and 2009.” — John Bucksbaum, Chairman and Former CEO, July 31, 2008"

"“Our SORT business has been rapidly growing as a result of privacy trends, I mentioned before.” — Perion CEO (Q3 2022); “This is why we believe SORT will continue to be a major contributor to revenue and EBITDA.” — Perion CEO (Q1 2023); “Another thing we added into the cost, we’re not charging for it, it’s built into the cost... We’re offering different solution for targeting. It’s called SORT. At this point, we are not charging for it. We are offering it to our customers.” — Perion CEO (Needham Conference, May 17, 2023)"

""We've conducted dozens of focus groups across the country listening to hundreds of agents, home buyers and home sellers, learning why they were so dissatisfied with the legacy offerings and what they hope for in a better residential portal. We heard loud and clear that brokers, agents, sellers, buyers and investors all dislike, real estate portals that use agents listings as baked to drill in homebuyers and then sell them off to other agents as leads with exorbitant commission splits." — CoStar CEO, Q4'23 Earnings Call"

"So as we go public here through this SPAC, we will be very well-capitalized to be able to pursue that M&A strategy. So we'll end this transaction debt-free with $205 million of capital on our balance sheet. When we went out to do our pipe raise, we started at $50 million pipe. It was upsized in the second day to $100 million and then upsized again to $150 million, and we are still 2x oversubscribed for that pipe. And so that will give us a lot of ammo to be able to go and pursue our strategy — CEO Gateway Conf Sept 2020"

""Management is not particularly disciplined and tends to bid aggressively when it wants an asset." — Former senior employee; "We could have bought a particular asset for 7x EBITDA, but Matt was not interested. When Matt heard that a competitor was interested to buy the asset, suddenly he wanted to own it, and we ended up paying a lot more. There is no real process or discipline around M&A." — Former senior employee; "Dye and Durham keeps paying irrational prices for acquisitions where we compete." — CEO of a competitor"

""But looking forward, we want to reiterate our commitment to long-term growth of 25% on the top line." — Fmr. CEO Zollars, Vocera 2012 Conf Call; "We, however, have not changed our view of the long-term gross margin target of 70%, since we believe all the same drivers remain in place." — Fmr. CEO Zollars, Vocera Q1 2013 Conf Call; "And we've published that our target model at a $200 million run rate, we believe we can get to a 68% gross margin and a 20% adjusted EBITDA margin." — CEO Lang, Vocera JPM Conf, Jan 12, 2017"

"On 14th September 2021, BP announced the hire of Ms. Anja-Isabel Dotzenrath - "exactly the right person at exactly the right time, a globally respected and deeply experienced leader in renewable energy with a proven track record of transforming and growing businesses" (former CEO Looney) - to lead the transformation of BP, from an international oil company to an integrated energy company effective 1st March ,2022: in April 2024 - merely two years into the job - BP announced that Ms. Dotzenrath was leaving the company."

""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, 1/8/15; "Trian’s presence on the Board will create substantial risk in Heinz’s ability to deliver value to all shareholders" — Heinz (6/06); "I said to another CEO that if I were to form a board today, Nelson [Peltz] would be one of the first directors I’d ask to serve... [Trian’s] team had good questions and good suggestions." — Bill Johnson, CEO Magazine (3/08)"

""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, 1/8/15; "Trian's presence on the Board will create substantial risk in Heinz's ability to deliver value to all shareholders" — Heinz (6/06); "I said to another CEO that if I were to form a board today, Nelson [Peltz] would be one of the first directors I'd ask to serve... [Trian's] team had good questions and good suggestions." — Bill Johnson, CEO Magazine (3/08)"

""We believe our brand is one of the most important long term differentiators." — CEO Dudum on Q1 2022 Earnings Call; "Our CEO, our leadership never really seemed that concerned with those direct competitors. The, the viewpoint was that there's plenty of space in the market. We're gonna win the brand battle...Their younger customer base may become a little more price conscious and realize, hey, this is a great brand, but they're not really offering anything special." — Spruce Point Interview With Former HIMS Executive"

"So I just wanted to highlight that to refresh everyone's sort of memories on what we said, what we have done, and sort of what we're focused on sort of moving forward. But I think post WCA, there's not another larger scale opportunity that's in our horizon at the moment, and we're just going to focus on getting these integrated properly and then focusing on tucking-in smaller M&A deals like what we've talked about acquiring sort of 25 to 30 deals a year of sort of $1 to $10m of EBITDA. — GFL CEO Dovigi, Aug 13, 2020"

""Our view on capital is that it's not our capital. This capital belongs to shareholders both the capital in the form of debt and equity and we like the discipline of coming to the market when the capital investments exceed that of our cash flow." — CEO Jay Brown, July 2017; "We've invested in fiber because we think it enhances long-term dividends per share. And that's the measure upon which we make all of our discretionary capital investments, whether it's in towers or on the fiber side." — CEO Jay Brown, April 2018"

""...we left money on the table. For example, our staffing levels were not optimized given the reduced attendance in the first half..." — Selim Bassoul, CEO, Six Flags (NYSE: SIX), Q2 2022 SIX Earnings Conference Call, August 11th, 2022; "...the sustained improvements we are seeing in guest satisfaction and spending per capita and our improved October results give me confidence we are moving in the right direction." — Selim Bassoul, CEO, Six Flags (NYSE: SIX), Q3 2022 SIX Earnings Conference Call, November 10th, 2022"

"There have been some OK acquisitions, but very little consistency from management, and the execution has been poor. But there has been pressure to continue to pursue M&A to grow the company for shareholders, and to increase comp. There was also major pressure to hit quarterly numbers – and I felt it. We originally had longer-term financial planning – around three to five years. That was eventually reduced to fiscal year targets, and now to monthly targets under [new CEO John] Groetelaars. — Former Employee, Hill-Rom"