Callouts & quotes from 10,384+ activist slides

""Nevro manipulated the patients in the pivotal study to show the results they wanted. They ask leading questions. They have a whole algorithm of leading questions to get the patient to say the magic word, 50% pain relief. As soon as they say 50%, bang, they're out of there." — Former high volume Nevro implanter; "What they didn't tell you is how much time the rep was spending in the doctor's office to make the results good." — High volume implanter; "I think Nevro's high frequency study was rigged. I've stated that no one would be able to repeat the those results... They only chose sites so that they can rig their studies. I'm convinced of it." — High volume implanter"

""Maybe in five or maybe 10 years, there won't be much money to be made on remittance per se... I think that space is highly competitive" — Expert: Competitor Responsible For All Digital Partnerships. "It's going to be very, very difficult because some of these players are selling under cost just to get numbers." — Expert: Competitor Responsible For All Digital Partnerships. "You think Remitly is only the disruptor. I think, in my book, Remitly is a good company, but they only do one thing, and that's remittances, whereas some of these other players have a competitive advantage which takes ages to create." — Expert: Competitor Responsible For All Digital Partnerships."

"“As part of the SPAC, they chose investors based on investors’ willingness to do research engagements with IonQ, and if those investors would commit a certain amount of money, they’d be doing research deals with IonQ; then they would take them as investors...There are other deals that people invested in, and they said, for example, I’ve made so much on IonQ, I’m willing to give you a $2 million engagement to work with our company because I’ve made so much profit. So, there was that. And then there were also deals where we said; we’ll take you as an investor if you agree to spend x-dollars a year with us doing joint research projects.” — Former senior employee of IonQ"

"Upgrade your tech and bring your business processes and products into the 21st century. The competition is selling cars while BNY is proud of the fact that it sells the cheapest and fastest horse drawn buggy in town. Banking is not a labor intensive business yet BNY has managed to turn it into one via underinvestment in tech and revenue generating professionals — Glassdoor. Bank of New York Mellon are letting themselves down with the continuing lack of merger in their systems — R&M Global Custody Survey. They're going to get to a point when it becomes hard to catch up with us just because our future functionality is just 6x faster — Gunjan Kedia, EVP of State Street."

""It's really about the platform. The fact that we built a platform where we can acquire users in over 150 countries... we can acquire users in between, at about seven cents per registered user on a blended basis." — Omar Khan; "Why don't we take ads? I think the format of ads on mobile phones is not mature yet. Furthermore, there is a fundamental conflict between our safety service, by its very nature, and the advertising model." — Yu Lin; "I am pleased to report that we again achieved record revenues in the second quarter of 2013... We are now not only generating security subscription revenues but significant gaming and advertising revenues as well." — Dr. Henry Lin"

"“I think the big hiccup or red flag right now is you could say, where are those products? For a company that’s been around for 13 years, if I was going public, I’d have this long list of amazing products—they don’t all have to be billion-dollar products, but something that looks tangible that says, we have succeeded and provided value to our partners and provided a good return on investment. And they don’t have that story. They don’t have those products. And so, do you believe that they are going to build those products and are going to have some success? Or do you believe that it’s just a smokescreen? There’s no real business there.” — Former director-level employee"

"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"

"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"

""The board should exercise objective judgement on corporate affairs and be able to make decisions independently of management. The roles of chairperson and CEO should not be held by the same individual." — Norges Bank Investment Manager. "We generally support proposals requesting the separation of the CEO and chair roles. We believe that the board should be chaired by an independent director and that CEO and chair roles should only be combined in very limited circumstances." — CalPERS. "The board should be chaired by an independent director. The chair is responsible for leadership of the board and ensuring its effectiveness on behalf of the shareholders." — CalSTRS."

""If you look at the multiple that Construction Partners is trading at, it makes no sense to me. I think Construction Partners is an ok company but nowhere near as good as CRH, I don't think their management team is as good as CRH is, their assets aren't as good, their geographical footprint isn't as good. I think the Street likes it because they operate in fairly high growth, warm weather climates. I personally wouldn't buy the stock. I think it is significantly overvalued and I think this Lone Star acquisition could prove quite challenging for them, and they don't have much in aggs [aggregates] so are relying on others." — Spruce Point Interview, Industry Executive"

"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"

""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"

"“With your stock price near an all-time low, with interest rates near all-time lows...you could basically buy back 25% of the company and still be within your [target leverage] range. Have you thought about that?” — Investor at 2010 Investor Day; “You’ve got a rather miniscule dividend. With lack of big acquisition opportunities, no need to reduce debt, why not establish a really significant payout ratio? You’re a slow growth company.” — Investor at 2010 Investor Day; “On the dividend strategy...it’s basically $50MM. Your business throws off $300MM of cash, just seems like a very small amount given the growth nature of the business.” — Investor at 2010 Investor Day"

""Alcoa Corporation would not exist if it hadn't been for me basically creating it." — Dr. Klaus Kleinfeld, February 1, 2017; "[Management] is unequaled in its efforts to put a positive spin on bad news by accentuating the positive and eliminating the negative.... [I]f free cash flow looks bad, it will redefine it.... [S]omeday we will write a treatise on the psychology of earnings reports and presentations. And Alcoa will be our case study.... I think Alcoa is one of the more blatant spin doctors.... [N]othing ever looks bad in management's version of the world, where all the news is good news." — Carol Levenson, Director of Research for Gimme Credit, July 11, 2016"

"“Ginkgo's cash investment in Genomatica was simply the $15 million back in 2016. Viking has invested—let me do quick math. Let's say somewhere between $60 and 70 million, something like that.” — Senior employee of Genomatica; “Yes. Ginkgo is a little bit north of Casdin; they're close to Novo” — Senior Genomatica employee; “This is 2016. Ginkgo invested in August/September, and then it was maybe about four or five months later, then Viking came in. About two years later, we did another round where we got Casdin Capital; you may be familiar with them. They invested and led a round in Genomatica. We got introduced to them through Ginkgo.” — Senior Genomatica employee"

"“Simultaneously and, in fact, ahead of TransMedics, XVIVO was working on this. They had a different concept. Instead of doing the fully transportable system that TransMedics has, their concept is what’s called “back to base.” And there are several companies are out there that are like that, including VitaSmart who along with XVIVO feel that the data is not actually quite there to prove that a fully transportable device is actually superior, and logistically, it’s easier and could potentially be cheaper to rig the device after it’s been transported to the transplant center or to the OPO.” — Prominent surgeon, Director of leading West Coast academic transplant center"

""From then on, we believe that after this has been worked through, the market is going to grow with around 6.8% on average and we're going to grow as you saw by our gains in the marketplace or by our market share gains, we got to grow above that." — Dr. Klaus Kleinfeld, February 8, 2017; "On Engineered Products and Solutions, we expect the revenues to be up low single digits driven by share gains of new aero platforms..." — Dr. Klaus Kleinfeld, January 31, 2017; "I want to show you and demonstrate how we can gain market share with those innovative products and how we can grow with those products..." — Karl Tragl, Group President – EPS at Arconic, December 14, 2016"

"Absolutely not! . . . Of those distributors who come for business opportunity, absolutely they make money. Here is the reality, our core training is for a new distributor who wants to build a business. If they talk to 10 customers a day, 10 people a day about the products and business opportunity. I have never spoken to any distributor who is doing that, who’s actively engaged, who is not making money. — Des Walsh (President, Herbalife); "We have a plan here that shows you how you can make $120,000 in a year or $240,000 a year," and "we have it up to [$]3.6 million for those of us who really like to dream big and think big." — Leslie Stanford (former board member)"

""There's very few players that are capable of doing what C3 does. But part of the problem is that C3 is kind of almost too technical for consumption... Part of the C3 pitch is there are upwards of 40 pieces of technology, some of it was open source, some of it proprietary." — Former Senior Sales Executive; "The sales cycle is a couple of years. In my experience in which is only as recent the middle of last year, I would disagree with that." — Former Senior Sales Executive; "It would be nearer to $25m. You could do 80% of what most people wanted with a $3 - $5m per year, with a minimum three year contract. Most were at $5m per year." — Former Senior Sales Executive"

""I think the key thing here is that we've never been positioning Momo as a live streaming company" — Management, Q2'17 earnings call. "At the same time, we are seeing bigger players with strong community ecosystems taking initiatives to upgrade their content offerings and market-share shifting from amateur broadcasters to more professional ones" — Management, Q3'17 earnings call. "adjusting our operational policies to better support the high value-added agencies in traffic and other resources, as well as economic incentive" — Management, Q3'17 earnings call. "Filing corporate information with the intent to conceal the truth and falsify" — SAIC charge against Momo."

"“It runs the gamut of just having a free check to drive up the cost, having indiscriminate financial stewardship of the resources that are being used...it’s really just indiscriminate use just to drive up the utilization...It was just weird...I literally had to walk through with the coordinator; no, that doesn’t make any sense; try again...I got a phone call in fifteen minutes, and they gave me the actual option that should have happened, which was to take a plane, go to Denver, fly it back, and then we’ll fly the rest of the crew back on a commercial jet. That’s a lot more economical.” — Veteran transplant administrator/executive at Massachusetts General Hospital"

"“The second key component is the stage that moves the reticle of the mask in the x and y plane... The only stages that you can use are either magnetic levitation or the Sumitomo stage, which is extremely complex and has a huge problem because of the contamination it produces. Lasertec chose the easiest route because it was available. You cannot buy a magnetic levitation stage - the only one is ASML's and it is proprietary. Lasertec cannot do it. It takes ages to do something like that. It's incredibly difficult. That's the second thing they compromised, in addition to the light source.” — Former KLA executive in a leadership role in their EUV mask inspection group"

""Spinning hard drives are very efficient way to do this and they provide adequate bandwidth when you gang them together. Over time in training environments, it went from all flash to mostly hard drives with some flash. That trend seems to be continuing." — Director of Hardware Engineering at Meta (Tegus); "Inferencing does require low latency storage, but it's not a done deal that that storage will have to sit on SSDs." — Data storage product manager at leading hyperscaler; "They are very much putting hard drives in the network attached dedicated storage servers where they need lots and lots of cheap capacity...there's a reasonable case to" — Unattributed source."

""Also new customers that we won last year in North America, some significant customers, I must say. Cannot mention the names, of course, here in the concrete business, but also in the waterproofing business, for example, we will see these sales coming through now this year." — Sika February 22, 2019 Earnings Call; "Our major challenge is with our project-driven Building Envelope business. As a reminder, this business specializes in large, complex commercial and infrastructure projects. In the second quarter, there were less of these projects, particularly in New York and California, which had a negative impact on SBM's volumes." — GCP August 7, 2019 Earnings Call"

""This is a commercial secret. Depending on the ranking and scale of your agency you will get virtual gifts. I don't want to disclose how much. Anyway there is this sort of thing. It all depends on if your agency has that right. It depends on who you know and how good your broadcasters are." — Large Agency #3; "In the initial promotion period we will talk with Momo. We can discuss with Momo that we get a rebate on all of the gifts that we give a new broadcaster. They will return 100%. To establish a broadcaster we will spend more than RMB100,000. Hard to say how many new broadcasters we develop each month as it depends on the new peoples talent." — Super Agency #7"

"Yes. Obviously, we don't give margin targets by segment, but I would say that within ESG and Climate, our focus is really on driving top line growth, not margin expansion. And so we're not targeting for the margin to expand from current levels. — CFO Q2'2022; I would say I would not overly focus on the margins in any given segment in any period. And more generally, we are not focused heavily on segment margins or the company margin overall. Our primary focus is on driving strong EPS growth. The margin is an input into that, and our pace of spend is an input into that. But overall, we're really focused on driving that attractive EPS growth over time. — CFO Q2'2023"

"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"

"So the question is how long does it take to learn a new market. The driving capability is dramatically transferable...What we do see on Dallas-El Paso is there's just a lot more construction than there is on Dallas-Houston and so that's a capability we've been developing. But once we have that capability in place, that looks an awful lot like a El Paso to Phoenix, for example, the same kind of driving conditions. We're not seeing anything fundamentally different about that. And that's part of the thesis and why we think trucking is a really great place to start is because every bit of freeway looks the same, right? And one part of Texas and another — Chris Urmson"

""Genesys, Aspect, Calabrio are now a year, a year and a half, two years – if not more – ahead of Verint." — Verint Customer; "Our pricing model is really simple. When I am competing with [Verint or NICE], they are the ones that have to lower their pricing to match mine." — Verint Competitor; "The cloud gives more flexibility for the smaller entrants to come in and disrupt. The more cloud stuff there is, the easier it is to introduce new capabilities." — Former Verint Employee; "Over 40% of my business is displacing Verint or NICE." — Verint Competitor; "[Over the last twelve months], I am seeing a doubling of the uptake in our cloud business." — Verint Competitor"

""French billionaire Vincent Bolloré treats publicly listed Vivendi like a family hedge fund... The 30 billion-euro conglomerate has subpar corporate governance: Bolloré single-handedly calls the shots... Bolloré's Vivendi fortress would be almost impregnable if he has nearly two-fifths of the vote." — Liam Proud, Reuters, February 15, 2019; "Bolloré using VIV's balance sheet to increase his stake/share of UMG's upside. In our view, investors should reject the OPRA... We believe Bollore is effectively getting creeping control for a very small premium... Rather it is Bolloré exploiting Vivendi's discount to his (and our) fair value." — JP Morgan, February 15, 2019"

""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"

"“We gotta get Fannie and Freddie out of government ownership. It makes no sense that these are owned by the government and have been controlled by the government for as long as they have. In many cases this displaces private lending in the mortgage markets and we need these entities that will be safe. So let me just be clear we’ll make sure that when they’re restructured they’re absolutely safe and they don’t get taken over again but we gotta get them out of government control.” [...] “it’s right up there in the top 10 list of things that we’re going to get done and we’ll get it done reasonably fast.” — Steve Mnuchin, Treasury Secretary nominee, on Nov. 30, 2016"

"“The sensitivity and the specificity of the binding, the nanomolar binding levels that you need to get the right candidate selection and eventually to get the right candidate antibody. We did not see that level of specificity. We got a lot of false positives that then you pull those cells out and clone them, and eventually try them on gels and stuff for detection of the target protein, and they would just not bind to them. So, there was something that was happening in the Berkeley Lights system that gave us false positives, and we would then spend a lot of energy and efforts to take these clones forward, but they would not pan out.” — Harbour Biomed ex-executive"

"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"

"[Laughs] Wow! it says in the label, like I literally saw it said, please do not use diazoxide oral suspension in place of Vykat XR as, like, steady state, half-life, all those things are different. But again, it’s a known drug. It’s been around forever. So, why would you pay that kind of money? At some point, people may start to — I mean the fact that you can like ask ChatGPT, that’s amazing to me. I’m obviously old, and I wouldn’t have even thought of that. It’s amazing that you can do that. And it literally gives you the actual formula to dose...I wrote, hmm...that’s an interesting claim to make.” — KOL in the PWS field; involved with Soleno’s clinical program"

""So about 4 years ago, we launched a workflow solution in partnership with IBM. And the great thing is that workflow solution exceeded our expectations in terms of the amount of customer demand for Box having workflow as a kind of core capability. The challenge was that the functionality, the user experience was separate from the core Box experience because it was sold as a joint offering. And so we made the evaluation with IBM that it probably made more sense for that to be a native capability within Box. And so about 1.5 years ago, we went down the path of re-architecting the solution. We acquired a company as a tuck-in acquisition." — Aaron Levie, March 2020"

""You can setup a clear aligner FDA approved lab in less than a year. Your capital equipment costs between buying three [high-volume] 3D printers and thermoforming machines can be less than $100K to get started. If you add in labor, your total costs in your first year will be less than $200K." — Senior Employee, Major Dental Equipment Supplier; "We are at the point where we can switch to another clear aligner vendor and we would not have even entertained that two years ago... There are over 100 aligner companies coming out of Asia. Two to three years from now, I don't see how Invisalign will see the same amount of cases that they had in the past." — Dentist, DSO"

""You can setup a clear aligner FDA approved lab in less than a year. Your capital equipment costs between buying three [high-volume] 3D printers and thermoforming machines can be less than $100K to get started. If you add in labor, your total costs in your first year will be less than $200K." — Senior Employee, Major Dental Equipment Supplier; "We are at the point where we can switch to another clear aligner vendor and we would not have even entertained that two years ago... There are over 100 aligner companies coming out of Asia. Two to three years from now, I don't see how Invisalign will see the same amount of cases that they had in the past." — Dentist, DSO"

"Real estate, for Gilles, is an external revenue stream...So the final objective was to have state of the art facilities owned by him and rented back usually a bit over-averagely [sic] and combined with our leasing prices back to the business unit... And then usually, Eurofins acquires both [the real estate and operating business] and then internally sends back and forth invoicing and transactions to shift them... — Source B. These evaluations, valuations of real estate, usually are below market... experience has shown that Gilles usually got his way with a slightly lower—when I say slightly lower, anywhere between 5 and 10% below market valuation... — Source B."

""They have a ton of data that they're not sharing with us. The only thing that they shared with us is that Charlotte Market has 4,790 hand raises in the month of July. So if you just use a number of 4,000 hand raisers a month looking for an agent to reach out at one of their busiest markets, you take it down to a much smaller market where they're only getting one to two thousand a month. I think they start backing out, okay, well if he's got a low number here, probably the best thing to do is just do the market pricing and just sell it outright. I do think that's very profitable for them and they've been profitable with that over the years." — Zillow Flex Agent"

"“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"

""The way we roll out new products is that we usually -- once we have an idea and we know that technically we can do it, we go and approach our customers to see if there is an interest in the product and to ascertain how strong is their interest; and more importantly, even though there might be an interest, whether they would actually pay us a premium for it, because we have found out that you can introduce really interesting products for markets like smart phones, TVs, and while they might give customers a lot of benefits, it doesn't translate into higher ASPs or better margin for us. So we do go and verify that.." — Former CFO Meera Rao, Needham Conf Jan 2016"

""[D]o you ever see a situation where midstream is somehow separated or is a standalone business? ... just in terms of the scale, the importance and maybe the failure of the market to recognize the value in your structure ..." — Wolfe Research, Q4 2024 Earnings Call. "...[W]e believe we can create more shareholder value by keeping the midstream business integrated..." — Mark Lashier, Q4 2024 Earnings Call. "...[T]he question we often get is, can you get full credit for the value of a midstream business that should deserve, a much higher multiple embedded in a diversified company that's often perceived to be a refining company?" — Goldman Sachs, January 7, 2025."

""The way we roll out new products is that we usually -- once we have an idea and we know that technically we can do it, we go and approach our customers to see if there is an interest in the product and to ascertain how strong is their interest; and more importantly, even though there might be an interest, whether they would actually pay us a premium for it, because we have found out that you can introduce really interesting products for markets like smart phones, TVs, and while they might give customers a lot of benefits, it doesn't translate into higher ASPs or better margin for us. So we do go and verify that." — Former CFO Meera Rao, Needham Conf Jan 2016"

""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."

"We do not have sufficient, qualified personnel to prepare and review complex technical accounting issues and effectively design and implement systems and processes that allow for the timely production of accurate financial information in accordance with internal financial reporting timelines to support the current size and complexity (e.g., acquisitions, divestitures and financings) of the Company. This material weakness could result in a misstatement of substantially all of our accounts or disclosures that would result in a material misstatement to the annual or interim consolidated financial statements that would not be prevented or detected — Porch Warning"

"That is exactly what I'm getting at. Of 10 patients coming into the doctor's office, I would say 3-4 have neuropathic pain that does very well with a stimulator. Patients 5,6,7, are questionable. They are multi-surgical, with no more surgery available, on medications and a challenge for long-term success. And the other three or four, they don't know exactly what to do with them, and a last resort is the stimulator, and that's somebody that had the discectomy, the laminectomy, the fusion, the adjacent level fusion, the revision of the fusion, and now they've had 3, 4, 5, or 6 surgeries, and then they show up at the pain doctor. — Former Nevro territory manager"

"I've always known that there was a generic diazoxide agent. If I had decided that it seems like it actually does seem to help, at least some subgroup, then I probably was going to use the generic in all of those patients... I'm probably going to switch everybody over to the generic anyway. I was willing to give the branded option a try on that first one, see what it's like, and get a little experience with it. But long-term, definitely not. Why would you do that? ... It's not like it's that hard to figure out...the "what do you do" is pretty straightforward...I would just go with generic diazoxide. — Endocrinologist in TX, private practice with 5 PWS patients"

""Based on conversations with investors, we think the market believes that TCO is spending $500M, or 100% of the total expected investment in Beverly Center, to merely preserve 2015 NOI when the project stabilizes in 2020." — KeyBanc, March 11, 2016; "Yet Another Low Development Yield at Beverly Center" — UBS, March 8, 2016; "Yield and IRR Forecasts Paint A Foggy Picture" — UBS, March 8, 2016; "What's most puzzling is why the company did not address the capex/redevelopment needs of the asset earlier knowing that Century City went through a prior redevelopment in 2007 that led to a gradual market share loss for Beverly Center...." — Evercore ISI, March 10, 2016"

"“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."

"“Yeah, definitely. The question is, is it production-worthy? Is it reliable? People want a 95% reliable tool. The Lasertec tool is not 95% reliable...the mask shop, and that's where—to be blunt—that's where more of the money is. The volume is in the fab. Making sure that the mask is good is super important because every mask is making so many chips. Inspecting in process in the wafer fab - the importance is lower than the mask shop, and the market value is lower. And that's why spending money on an EUV actinic inspection in a wafer fab seems unlikely to me...it would be a lower priority overall.” — Ex-KLA director of engineering focused on EUV mask inspection"

"“Yeah, definitely. The question is, is it production-worthy? Is it reliable? People want a 95% reliable tool. The Lasertec tool is not 95% reliable...the mask shop, and that’s where—to be blunt—that’s where more of the money is. The volume is in the fab. Making sure that the mask is good is super important because every mask is making so many chips. Inspecting in process in the wafer fab - the importance is lower than the mask shop, and the market value is lower. And that’s why spending money on an EUV actinic inspection in a wafer fab seems unlikely to me...it would be a lower priority overall.” — Ex-KLA director of engineering focused on EUV mask inspection"

"“So, does Eurofins use factoring? The answer is a resounding 'yes'. Absolutely. Okay. If you look at the growth we had starting 2014, a billion company going up to 7 billion, there’s no way you can finance everything through your own operations, so especially the working gap...However, I, in our discussions we came across it was not [sic] until 2016, 2015, 2016 when we started factoring on the receivable side. And of late, when I was in the company, we were doing on both sides [sic], from the receivables and [unintelligible] the general supply chain... I think our goal was to get to around 20 to 30% of the old receivables.” — Source G, a former major BU head"

"“The company's trying to deliver on all three: the fastest, the best, and the cheapest. And the cheapest is almost a foregone conclusion because if you know the competitive nature, the price matching, price is very predatory in that market.” — Ex-Twist executive; “Nobody pays list price. You go to IDT, Thermo, GENEWIZ—and of the competitors in that space, very, very few people actually pay the list price that you see on the website. But for a ballpark estimate, I would conservatively, if I were in your shoes, would say that people were paying between 50% and 75% of list price that you find on the website of various companies.” — IDT ex-regional sales manager"

"As of December 31, 2017, the Company changed its policy for advertising costs to expense advertising costs as incurred, net of vendor paid cooperative advertising credits, in Cost of sales... Management deems the policy change to record net advertising costs in Cost of sales instead of Operating, general and administrative expenses better represents Cost of sales inclusive of direct product costs (net of discounts and allowances), distribution center and transportation costs, manufacturing facility operations and advertising costs that are primarily funded by vendor cooperative advertising credits and occur in the same period the product is sold. — 2017 10-Q"

"Medicare because they're so frickin' stupid as a government bureaucracy...they have not put a cap...if TransMedics charged $200,000 for the kit, I would be able to get reimbursed. — Prominent surgeon, Director of leading West Coast academic transplant center. The organ acquisition charge itself is a gray area...the same is true for TransMedics...You could exploit any charge that they had. You can exploit the types of planes that you use. You can exploit the surgeon fees. You can expense the pump time, the supply cost, transport cost—all of those things can be inflated. — Longtime executive at major OPO (organ procurement organization), and on UNOS committees"

""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)."

""The people prescribing Wakix are the dumb doctors or they're speakers for the company, not the ones I would want my family seeing for narcolepsy...the speakers are prescribing like crazy, and I'm like, okay, how are you finding the patients?...If Wakix was going to be a hit, it would have been a hit by now...I scratch my head wondering why patients that are on it are on it." — Physician and professor at Stanford. "Bro. These guys invented price increases. I literally learned it from them." — Martin Shkreli. "I put a lot of money on the fact that dude, I'm probably their number-one guy...who the hell wouldn't want to write this shit?" — An Alabama physician."

""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"

""[Rent paid to Dr. Martin] was a big burden for companies... the annual rental costs are very high because Gilles wanted, or Eurofins wanted to have it paid back within [unintelligible] time..." — Source C; "[There were] a couple of files where if you looked at the price at which the rent was unreasonable, indicating that it was not rising according to what the market prices were doing..." — Source D; "The lease rates would be above market... I don’t think we get favorable terms..." — Source K; "[Dr. Martin] forces you to actually accept his leasing agreement, where a leader would say, No, look, I’m not profitable. Let me find something else..." — Source B."