Callouts & quotes from 1,436+ activist slides

""The same market forces that have sent former Bob Evans and Bravo Brio patrons to faster, cheaper and more convenient options like Wendy’s and Panera are also apparent in grocery stores... the two Bob Evans’ divisions have diverged: At the grocery store, the brand name doesn’t matter; product perception is everything in the cold case." — John Rand, Kantar Retail (The Columbus Dispatch, 2/5/16). "It is time to sell the division now that a new CEO, Saed Mohseni, is on board... Gordon sees all those side dishes as a distraction." — John Gordon, Pacific Management Consulting Group (The Columbus Dispatch, 2/5/16)."

""There's a lot of interest around Viacom in your upcoming contract renewal. How are those talks going, and is there a chance the two sides decide to part ways?" — Shalini Ramachandran, The Wall Street Journal. "Viacom has been a long-term partner, so it'd take a lot for us not to do a deal with them, but they have to be realistic that their ratings have deteriorated over the last three years or four years in some cases in a material way... We know there's alternatives for their product today that weren't there three years ago or four years ago." — Charles William Ergen, Executive Chairman, President & CEO."

"And then the third source of cost synergies is in G&A. And I want to just repeat something I said earlier, and there is an element of conservatism here because we've excluded the commercial side of the business for the purposes of assessing the opportunity here. We've gone at a very detailed level through the duplication in corporate costs that arises when two public companies come together and the duplication and operational costs associated with running regional businesses in two separate companies. And we've been able to pencil out exactly what that opportunity represents. — CEO Dalia Deal Call Aug 2018"

"“The CEO is a headwind to a turnaround. Firing him is the tailwind.” — Top 10 Active Shareholder; “I would rate them as the worst-performing management team in the 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.” — Top 10 Active Shareholder; “They need a new look across the board and you are only going to get that with [a CEO] who is not from Southwest... This is a classic example of where a disruptor stayed in the original model as the industry passed them by and now they have a problem.” — Top 10 Active Shareholder"

""The CEO is a headwind to a turnaround. Firing him is the tailwind." — Top 10 Active Shareholder; "I would rate them as the worst-performing management team in the 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." — Top 10 Active Shareholder; "They need a new look across the board and you are only going to get that with [a CEO] who is not from Southwest... This is a classic example of where a disruptor stayed in the original model as the industry passed them by and now they have a problem." — Top 10 Active Shareholder"

""The CEO is a headwind to a turnaround. Firing him is the tailwind." — Top 10 Active Shareholder; "I would rate them as the worst-performing management team in the 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." — Top 10 Active Shareholder; "They need a new look across the board and you are only going to get that with [a CEO] who is not from Southwest... This is a classic example of where a disruptor stayed in the original model as the industry passed them by and now they have a problem." — Top 10 Active Shareholder"

""We believe board independence is essential to good corporate governance. In addition to having a board's majority made up of independent members, we generally prefer an independent board chair" — Capital Group. "Northern Trust generally leaves the choice of chairman to the board's discretion... Northern Trust will vote case by case on whether to support shareholder resolutions seeking the separation of chairman and CEO" — Northern Trust. "MFS believes boards should include some form of independent leadership responsible for amplifying the views of independent directors and setting meeting agendas" — MFS."

""The CEO is a headwind to a turnaround. Firing him is the tailwind." — Top 10 Active Shareholder; "I would rate them as the worst-performing management team in the 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." — Top 10 Active Shareholder; "They need a new look across the board and you are only going to get that with [a CEO] who is not from Southwest... This is a classic example of where a disruptor stayed in the original model as the industry passed them by and now they have a problem." — Top 10 Active Shareholder"

"And as John said, it's because we get the team together, we run this organization very flat, enormous amounts of transparency and we figure out what makes sense and then we lock arms on it. — CEO, Analyst Day, March 2026; As part of that, we are updating our segment reporting to align with our operating structure. It will benefit our investors by providing you with a clear understanding of the drivers of our combined company's results and our value chains. We've always been committed to transparency and candor, and we're taking steps to align fully with those values. — CFO, Business Update, October 2025"

""So why don't we just stick with that for a moment here, Dynetics in the LHX security and detection assets?" — Analyst Sharpe. "Sure. Well, in Dynetics, when we acquired that business, we were really excited about what it did for the part of our business that we consider really more high-end..." — LDOS CEO. "And then maybe just your thoughts here on the security and detection assets?" — Analyst Sharpe. "Sure. And the obvious one is that there's a desire at most airports to get increasingly touchless... So then getting to the business that we acquired from LHX, that's performing well...." — LDOS CEO."

"“We go through phases in new marketplaces where recruiting is the initial phase of our business and then retailing comes in to function at the base of it. We try to train distributors and we’re taking a much more aggressive stance… China is 1.3 billion people, you can recruit for a long time there before we had what was called the classic ‘pop-and-drop’ in that marketplace. So we’re trying to build in right away a retailing base into that marketplace. I would say initially there is going to be a lot of recruiting, a lot of business opportunity development.” — Michael Johnson, Herbalife CEO, 8/6/08"

"“How can there be any value left for shareholders under your plan when in almost every bankruptcy stockholders receive no recovery? Have creditors signed on to your plan for a full recovery?” — Analyst Question; “Well, quite simply, Amerco has more assets than liabilities. Real estate appraisals showed the market value of Amerco’s unencumbered owned real estate is $550 million higher than stated book value. Two of four major creditor groups have agreed to our plan and we’re working with the remaining persons to get agreement to our plan.” — Joe Shoen, Amerco CEO, Q4’03 Conference Call Transcript"

"“Although not saying so directly, Mr. Docter also indicated that Pixar had perhaps drifted too far from its storytelling roots” and that Mr. Docter “want[s] to double down on what allowed [Pixar] to speak to audiences to begin with.” — New York Times October 2023 Interview with Pete Docter, Head of Pixar Animation; “Mr. Iger continued to direct Disney’s creative endeavors until his departure as Executive Chairman last December [2021], and the Company’s robust pipeline of content is a testament to his leadership and vision.” — Disney November 2022 Press Release Announcing Mr. Iger’s Return as CEO"

"Although not saying so directly, Mr. Docter also indicated that Pixar had perhaps drifted too far from its storytelling roots and that Mr. Docter "want[s] to double down on what allowed [Pixar] to speak to audiences to begin with." — New York Times October 2023 Interview with Pete Docter, Head of Pixar Animation; "Mr. Iger continued to direct Disney’s creative endeavors until his departure as Executive Chairman last December [2021], and the Company’s robust pipeline of content is a testament to his leadership and vision." — Disney November 2022 Press Release Announcing Mr. Iger’s Return as CEO"

"While there was a lot to digest, all-in we learned little that altered our view of the fundamental trajectory of the business or value of the stock. — Goldman Sachs; One need look no further than [fiscal 4q18] performance to understand that change is long overdue. — Consumer Edge; What we found most interesting... was Interim CEO Keith McLoughlin's point-by-point assessment of what had gone wrong at CPB. Not only did this appraisal destroy ex-CEO Denise Morrison's legacy but it also served as a scathing critique of a board that let the company drift during the Morrison era. — Gordon Haskett"

""We are exercising caution around the industry's recent acceleration of the direct selling or door-to-door sales channels through independent sales dealers." — Lynn Michelle Jurich, CEO of Sunrun, Q4 2019 Earnings Call. "I would suspect that our direct will take share versus the pre-COVID for all those reasons that the market leaders, I think, will take share generally." — Lynn Michelle Jurich, CEO of Sunrun, Q1 2020 Earnings Call. "we expect those channels to continue to grow faster than our direct-to-home and dealer channels" — David H. Bywater, CEO of Vivint Solar, Q4 2019 Earnings Call."

""But we've been able to branch out and the demand, I think, on the retail side has really been energizing for all of us, whether it be CVS or Walgreens or Walmart or GMC, Bed Bath & Beyond, Vitamin Shoppe. I mean there's just an incredible demand for the products and those retailers are coming to us with an energy that I think is very rare." — CEO Dudum on Q4 2021 Earnings Call; "As we have previously communicated, we expect revenue growth in our wholesale channel to moderate as we now have a presence in the majority of top retailers across the country." — CEO Dudum on Q4 2022 Earnings Call"

"Before we turn the call over to your questions, I'd like to share a couple of executive appointments we've just made, adding even further strength to Xylem's leadership bench. Earlier, I referred to our strategy of extending digital capabilities across Xylem's product, solutions and services portfolio. We've just taken an important step in accelerating that process, appointing Xylem's first Chief Digital Officer. Sai Allavarpu joined our senior leadership team last week, bringing extensive experience of growing digital businesses in the industrial sector. — CEO Decker, Q3'2022, Nov 1, 2022"

"“And on MAKO, I appreciate that you're not going to be breaking out sales. Can you tell us how you'll be accounting for MAKO sales moving forward?” — Analyst Bernstein, Q4 2013 Conf Call. “The capital and any related service will be in our other line along with sports medicine, bone cement and the other products in that.” — IR Owen, Q4 2013 Conf Call. “But keep in mind, (other ortho) includes bone cement, it includes revenue associated with the robots installed and it includes revenue associated with the upgrades, and as well as some revenue associated with SPS.” — CEO Lobo, Q1 2017 Call."

""Based in Los Angeles, Vubiquity is a provider of premium content services and technology solutions, which upon closing, we expect will contribute annualized revenue of approximately $100 million for Amdocs." — Eli Gelman, President and CEO, Amdocs; "During Q1, to support our digital strategy, we acquired projekt202... the revenue contribution for the quarter was immaterial." — Tamar Rapaport-Dagim, CFO, Amdocs; "And in terms of the numbers, [UXP is] less material. So, that's why we didn't refer to it. It's relatively a small company at this stage..." — Tamar Rapaport-Dagim, CFO, Amdocs."

""If you take the SG&A for this year, Mike, we're probably -- we're around 24% to 25% on remainco with all of the costs on the SG&A, okay? We're targeting in '18 to get that number on a run rate basis down to 22% to 23%." — Greg Poling, President & CEO, May 2017; "We're going to target a couple of points of margin improvement over the timeframe you're talking about across the business. But it really is going to be driven on creating value, we're either going to increase the quality or take the labor cost or production cost out of these products..." — Greg Poling, President & CEO, May 2016"

"In a Star story last fall, GFL president and CEO Patrick Dovigi said his company chose to be a good corporate citizen by cleaning up the mess left on farmer Ruco Braat’s land, in the hamlet of Bailieboro. Dovigi also said GFL took just 192 truckloads to the farm and suggested that another soil company brought the dirty soil to Braat’s land. After pleading guilty last week, Earthworx and its director, Claudio Villa, were fined $84,500 (plus a 25 per cent victim surcharge) for offences related to the deposit of soil contaminated with metals and organic compounds on the sheep farm. — Star"

"And from a capability point of view, we have all the ingredients what we need to compete with MSCI. So that's our ambition level. Yes, it's a EUR 600 million company from a revenue perspective, MSCI is 3 to 4x bigger. But nevertheless, from a qualitative perspective, we have all the ingredients to compete here. And we are winning market shares. We are winning customers here. — Gregor Pottmeyer, Deutsche Börse CFO, 2022 Investor Day; With a combination of ISS and STOXX, we have created a more credible, we call it, MSCI challenger. — Theodor Weimer, Deutsche Börse CEO, 2023 Investor Day"

"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 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."

"So I think the -- first, today, we -- 20% of our revenues, we sell direct, we fulfill direct. This tends to be our largest, most advanced customers. although our largest customer is actually not fulfilled through a partner. Then we have about 30% where you can say, co-sell. The partner might identify the opportunity to qualify it, and we come in and we help with the, say, the more technical part of the sale. And then a lot of the fulfill would come from the partner. And then half of the revenues would come from all partners. — Former CEO Gustafsson, Bernstein Conference, June 1, 2022"

"Land and Buildings believes MGM's high-quality real estate portfolio is substantially undervalued in the public markets. We have been attempting to work collaboratively with MGM management to find an optimal corporate structure for the Company and believe the proposed REIT conversion detailed in the presentation released today will maximize shareholder value while minimizing costs. We are pleased that MGM's CEO and Chairman Jim Murren has said he is open to considering a REIT conversion and has stated that his focus is rightfully on what is best for all shareholders. — Jonathan Litt"

""our ability to adapt, evolve, and grow has generated a total return of 9,000% for our shareholders since our IPO in 1999. That is well in excess of the S&P 500 return of 490% and representative of a business model serving all our stakeholders" — CEO Larry Fink, 2024 Letter to investors; "approach to corporate governance can be described as value-focused engagement" — BlackRock Larry Fink, 'Dear CEOs Letter', 2012; "BlackRock engages with companies to drive the sustainable, long-term growth that our clients need to meet their goals" — BlackRock Larry Fink, 'Dear CEOs Letter', 2012."

""The Caspian Capital group sued to stop LBI's plans to restructure its debt in an out-of-court deal with senior lender HPS. That suit was dismissed. It filed another complaint in New York court in August, accusing HPS, LBI and its CEO and President, Lenard Liberman of perpetrating a "deceptive scheme" to "defraud the Plaintiffs of about $115 million," alleging they engaged in financial fraud "designed to erase liabilities from LBI's balance sheet and transfer hundreds of millions of dollars owed to Plaintiffs and other creditors of LBI to funds managed or advised by HP"" — Source"

"We continue—we continue to drive both of the levers that create de-leveraging. One is higher EBITDA, on the denominator, and the other is driving higher free cash flow. We talked at Investor Day and reiterated today, activities that are underway, including looking at various assets on our balance sheet that can be monetized and turned into cash, whether that’s the securitization of additional orbitals or other opportunities. So we’re working all of those. And our goal, as Anil said, is very clear: to achieve 3.8 times leverage by the end of 2018 — CEO Lance Q1’18 Conference Call"

"“... you know, incentives, I’ve come to learn, drive all human behavior.” — Bill Ackman, August 17, 2017*; “This is like driving a car the wrong way down a one way street... incentive fees are headed toward 10% with the addition of hurdles, not 30. Raising fees at any level of return is unacceptable when you think of the financial condition of our nation’s pension funds. The greed and arrogance in this industry just never ceases to amaze me.” — Jacob Walthour, CEO of Blueprint Capital Advisors, which works with institutional investors to invest in hedge funds, October 28, 2016*"

""So from the standpoint of pricing, the pricing environment, I would say, hasn't changed much in the last 90 days since we spoke last. And quite honestly, I don't expect that the consolidation that has happened will have much of an impact on the pricing environment." — Cintas CFO Response. "In terms of what we're seeing in the market right now, we're seeing some of that disruption... If you're sitting at the table with a national account... it can lead to challenges and one of those competitors potentially coming in with a very aggressive offer." — CEO Unifirst Steven Sintros."

""We are very pleased to recommend the Brookfield-led proposal as the transaction that offers the best opportunity at this time to maximize long-term value for stockholders while ensuring full payment to creditors," said Adam Metz, Chief Executive Officer of GGP. "With the revised proposal, we have now secured commitments for all financing needed to emerge from bankruptcy. The Brookfield-led proposal also allows the Company to continue its process to solicit higher and better offers pursuant to the bid procedures to be approved by the Bankruptcy Court." — Adam Metz, CEO of GGP"

"“I think -- well, it's inevitable that for every CEO, the success is measured through -- with total shareholder return... And the purpose of the pharma company is to bring breakthrough products that change patients' lives... So a way to measure it, for us, it is we have put out there a list of 15 potential blockbusters that could come by the year -- in 5 years, so it is by 2022 when we put it out in '18. And I think my focus would be to make sure that we deliver more than our fair risk adjustment of this number, and that will be success.” — Albert Bourla, Pfizer Chair and CEO"

""Trian is in the business of making good companies a lot better. Their research, analysis, and recommendations are focused on operational and strategic initiatives to build shareholder value over the long term. They ask tough, probing questions, do rigorous fundamental work to understand a company, and develop ideas to help it grow and increase profits. They also are persistent, thoughtful, and creative agents for change." — Dennis Kass, Former Chairman and CEO, Jennison Associates, former Chairman and current Director of Legg Mason, Inc., and current Trian Advisory Partner."

"“Trian is in the business of making good companies a lot better. Their research, analysis, and recommendations are focused on operational and strategic initiatives to build shareholder value over the long term. They ask tough, probing questions, do rigorous fundamental work to understand a company, and develop ideas to help it grow and increase profits. They also are persistent, thoughtful, and creative agents for change.” — Dennis Kass, Former Chairman and CEO, Jennison Associates, former Chairman and current Director of Legg Mason, Inc., and current Trian Advisory Partner."

""Trian is in the business of making good companies a lot better. Their research, analysis, and recommendations are focused on operational and strategic initiatives to build shareholder value over the long term. They ask tough, probing questions, do rigorous fundamental work to understand a company, and develop ideas to help it grow and increase profits. They also are persistent, thoughtful, and creative agents for change." — Dennis Kass, Former Chairman and CEO, Jennison Associates, former Chairman and current Director of Legg Mason, Inc., and current Trian Advisory Partner."

"“Evidence strongly suggests that the time commitment required to be an effective board member... has jumped in recent years.” — ISS 2016 Proxy Policy Update; “We believe the volatility of this situation, including Elliott's push for [Dr.] Kleinfeld to be removed from his position as CEO of Arconic, may further distract from [Dr.] Kleinfeld's board commitments at the Company.” — Glass Lewis, 2017 HPE Proxy Paper; “There isn't a corporate/shareholder event of prestige Klaus often declines so as to put in more hours at the office...” — Cara Goldenberg, Value Walk, May 15, 2016"

"So the -- I think the response to the Omnia launch has been very good. And as I mentioned in my remarks, we've now just launched Omnia in Europe and Australia following approvals there, respectively. I think the Omnia launch is doing as well as we could have hoped on a relative basis, obviously the COVID interruption aside, we felt extremely good about what Omnia was doing in the U.S. in the first quarter coming into COVID. And again, from a relative standpoint, we think we continue to do well with Omnia. — Keith Grossman, Nevro CEO, comments on August 5, 2020 earnings call"

"“Mr. Peltz... has presented no strategic ideas for Disney...” — Disney Letter to Shareholders, 02/01/24; “Nelson Peltz does not understand Disney’s business...” — Disney Investor Presentation, 01/17/23; “[I]f [Madison Square Garden Sports] is [Nelson Peltz’s] training ground, it has not been a good one.” — Disney Investor Presentation, 01/17/23; “Mr. Peltz is “in partnership with Isaac Perlmutter... [who] has voiced his longstanding personal agenda against Disney’s CEO, [Bob] Iger, which may be different than that of all other shareholders.” — Disney Statement, 11/30/23"

"“Mr. Peltz... has presented no strategic ideas for Disney...” — Disney Letter to Shareholders, 02/01/24; “Nelson Peltz does not understand Disney’s business...” — Disney Investor Presentation, 01/17/23; “[I]f [Madison Square Garden Sports] is [Nelson Peltz’s] training ground, it has not been a good one.” — Disney Investor Presentation, 01/17/23; “Mr. Peltz is “in partnership with Isaac Perlmutter... [who] has voiced his longstanding personal agenda against Disney’s CEO, [Bob] Iger, which may be different than that of all other shareholders.” — Disney Statement, 11/30/23"

"“you would be very unlikely to see us overnight, going and exploding the leverage profile of this business.” — Burford Management; “I think we have you know, at least I have largely been focused on public investors and on rebutting the various,” — Burford CEO; “We are, after all, a firm run by lawyers.” — Burford Management; “The line in our report today was more about the prospect that, you know, in the in the relatively near term, we suspect, well, we believe that one of our existing directors is likely to retire from the board and be replaced.” — Burford Management"

""Rizzo Environmental is a natural fit, both geographically and culturally, for GFL's plans to grow the GFL brand into the United States." — GFL and CEO Dovigi, Oct 2016. "The former CEO of garbage hauler Rizzo Environmental Services (RES), Charles B. "Chuck" Rizzo, 46, of Bloomfield Hills, was indicted today on five counts of bribery and three counts of conspiracy to commit bribery..." — Justice Dept, Oct 2016. "We found out about the allegations through the Detroit Free Press article. We were not advised by anyone internally." — Dovigi on the Rizzo Fraud, Oct 2016."

"“And what's interesting, when you promote people into new jobs or bring in new talent from outside, how you get increasingly different insights into how we operate our business. Adding these people and promoting these people are making us a better company. They're raising the bar in terms of the excellence that we expect of ourselves and we expect of our staff. And it is in fact permeating the entire organization. As new people come in with new ideas and raise the expectations, it's helping us better perform as a company.” — Gerald Hassell, CEO 10/28/14 Investor Day"

""And what we said is, it'll be at the low-end of the organic revenue range you've seen from us in the last several years. So, that was the qualitative comment. So, I can put numbers around that, our organic growth rate has ranged from 3.5% to 6.5% over the last call it three years" — G&K CEO, June 9, 2016. "And finally, we are excited about our recent acquisition of G&K. Preliminary results are very encouraging. We are on track to meet our financial and non-financial objectives and look forward to the many opportunities G&K provides" — Cintas CEO, July 20, 2017."

"“From the time of our IPO last year, we talked about having an under distributed business model, which has been an area of investment focus. We've accelerated investments originally scheduled for 2022 into 2021 expanding our commercial teams globally. Today, our commercial team has more than doubled from the first-half of last year, and we're extremely pleased with the talent we brought on board. The team is making real contribution and there's a lot of momentum which is both very exciting and an important inflection point.” — CEO Fayer, Q3 2021 Conference Call"

""Their Jet7 catheter sucks and they know it... [Penumbra's] CEO was just on a goodwill tour trying to make sure -- his last words for us as we all shook hands goodbye was 'Don't give up on us.'" — Neurosurgeon; "[Penumbra] launched their smart coils with a lot of fanfare, but it has not come through in the way they said it would. It did not surpass the technology of Target, Stryker's Coil, which is #1 in the in the US and World Market." — Neurovascular Products Sales Director; "Homeboy wouldn't be going on goodwill tours if they were rocking it." — Neurosurgeon"

""Welcome to Innovation Day. Today, you'll hear from our management team on how our commitment to innovation, our differentiated portfolio of solutions and our extensive partner ecosystem have positioned us well for long-term profitable growth." — IR Opening Comment; "And innovation is what we're about. Today's complex world that requires technology and innovation ultimately that we build at Zebra to be able to extend to our customers to make them more efficient and effective in their business each and every day and to better serve their customers." — CEO Burns"

"“...it's important context in that we're really bullish in terms of what we saw with TurboTax Live going after the assisted segment because now you have a $1.4 billion business growing at 17%. And with that being 30% of the total TurboTax franchise, when we flip that over to, now it becomes 50%, 60% of the franchise, it really accelerates the growth of the entire TurboTax franchise. And what we demonstrated this year, I would almost say for the first time is, we moved the needle of taking share in assisted.” — Intuit CEO Sasan Goodarzi, FQ3 2024 Earnings Call"

""Yeah, I mean, I would say the that piece is about $430 million at 14 -- 13 or 14 loans, the average loan is $37 million. There is, some that are bigger, some that are smaller. There's some that we never think about and there some that we think about every other day. I mean this is, this is a chaotic environment and so we have some businesses that have benefitted from it and there's some that are grinding through it. So I would say -- I -- that's as much color as I would give you only because of not -- I think that tells it all." — Chairman/CEO Bryant Riley"

""dealing with Waleed...it’s all about the money...I’m just hoping that with these other devices coming into the market...." — One of the top liver transplant surgeons in the world, based at a leading Midwest academic center. "I don’t like the TransMedics people...to be honest with you, a lot of people are very pissed off...they are acting too greedy and predatory...I really support that letter from the Congressman...a lot of the people in different transplant centers are very pissed off...I can tell you, I hate the CEO." — Transplant surgeon at Vanderbilt."

""As we get larger and larger, and as we work to make the company operate like it's smaller, developing a culture of taking personal responsibility for the execution that occurs is critically important. And that's what we're doing right now. We're emphasizing that culture. I won't say it didn't exist before. But we're emphasizing that as we get smaller, and as we behave like a smaller company, taking that personal responsibility and having that personal accountability for excellence and execution becomes absolutely critical." — Bob McDonald, CEO, 2/18/2012"

"“Our LTM is about $1.4 billion. We have an objective to go to $2 billion of EBITDA. Many of our businesses are sort of at that level...But really, on track we think near term to get to that $2 billion of EBITDA.” — Kimo Esplin, CFO, December 2014; “I would say that we should quite soundly beat the projections that we gave for the $2 billion. Again, we still have a great deal of confidence in the $2 billion number...I think that when we look at the overall composite, we still feel very confident about that.” — Peter Huntsman, President & CEO, February 2015"

"“I think -- well, it's inevitable that for every CEO, the success is measured through -- with total shareholder return... And the purpose of the pharma company is to bring breakthrough products that change patients' lives... So a way to measure it, for us, it is we have put out there a list of 15 potential blockbusters that could come by the year -- in 5 years, so it is by 2022 when we put it out in '18. And I think my focus would be to make sure that we deliver more than our fair risk adjustment of this number, and that will be success.” — Albert Bourla"

"“...we obtain data from our partners solely in the context of providing them with advertising services; we do not work separately with data brokers. Adjust and MAX operations are entirely independent and transparent, with no conflicts or house bias. We also do not have any means or desire to look at other company's bid or user data; our models use solely behavioral data, ad engagement data, win/loss notifications from mediation (same data shared to any bidder on our platform), and advertiser data to generate predictions.” — Adam Foroughi, CEO of AppLovin"

""The transaction would have been just another [Stryker] tuck-in but we believe the transaction has broader implications for [Stryker] and its plans in spinal robotics." — Analyst Zimmerman, BTIG. "Cardon robotics. So that the elements they were gonna do robotics within that there's, you know, it was a bit of a concept when we acquired it." — Former Stryker Professional Familiar With Cardan. "I can't predict that. Robotics is very difficult to predict, David. I'm just going to take a pass on that." — CEO Lobe In Response To Cardan Availability by NAS 21."

"“strive to meet the same standards of transparency that we ask of the companies our clients are invested in” and to “report Scope 1, Scope 2, and Scope 3 emissions for our corporate operations” — CEO Larry Fink, ‘Dear Client Letter’, 2021. “we said, and I have always been loud on this, we are not going to support Scope 3 at this time” and “I have no problem in doing Scope 1 and 2. But we have always said that Scope 3 is forcing big companies, banks, and asset managers to be the environmental police” — CEO Larry Fink, Bloomberg’s interview, 2 June 2022."

"“strive to meet the same standards of transparency that we ask of the companies our clients are invested in” and to “report Scope 1, Scope 2, and Scope 3 emissions for our corporate operations” — CEO Larry Fink, ‘Dear Client Letter’, 2021. “we said, and I have have been loud on this, we are not going to support Scope 3 at this time” and “I have no problem in doing Scope 1 and 2. But we have always said that Scope 3 is forcing big companies, banks, and asset managers to be the environmental police” — CEO Larry Fink, Bloomberg’s interview, 2 June 2022."

""We did [the CoreWeave deal] because we all got caught with the hit called Chat GPT and Open AI APIs, right? We were completely, I mean like, yeah, it was, it was impossible... And that is a one-time thing and then now it's all catching up and you know, so that was just more about trying to get caught up with demand." — Satya Nadella, Microsoft CEO, BG2 Podcast, December 2024; "Microsoft has had time to pivot; it's been two and half years since ChatGPT hit... they don't need to depend on other people anymore" — Former Principal Architect at Nvidia."

""Haphazard efforts at omnichannel can destroy value" and "Offering a compelling omnichannel experience used to be the bleeding edge of retail. Now it’s a requirement for survival." — McKinsey On Retail Omnichannel. "Moving to our third initiative, strengthening our omnichannel leadership. In the third quarter, our e-commerce sales declined 11.5%. Our online channel has felt pressure due to less efficient online marketing spend, partly caused by an increase in digital spend by a handful of vendors and competitors." — CEO James Conroy, Jan 31, 2024."

""In that meeting, Mr. Bodner reiterated his position that he believed there is no incremental value that could be generated from separating CES and CIS, that Verint's customers do not want to transition to the cloud, and that Verint had no intention to pursue a cloud-centric strategy for CES." — Neuberger Berman Proxy Filing; "As we've discussed [on] prior calls, enterprise customers have been interested in a move to the cloud and what we've seen lately is that they've accelerated the cloud adoption and cloud purchases." — Dan Bodner – CEO, Verint"