Peter Diamandis Quotes

Goodrich was the biggest acquisition in the history of aerospace.

I already have enough apparel businesses that are either doing well or not really doing anything at all, and I'm looking to broaden my portfolio.

I think this is also a great time to invest in private equity, helping companies grow from the ground up.

We really wake up every day trying to build businesses. That is the goal of private equity. It's a misnomer out there that private equity profits by shrinking companies. In fact, it's just the opposite. Private equity creates value by growing great companies.

And our size: The company this year is going to be close to $50 billion, so if that's the case and you can continue to grow that fast, I would rather put my energies to solving customer problems and growing our business than worrying about integrating and laying people off.

We get talent and scale from mergers.

When investors, particularly investment bankers, talk about splitting up companies, there's a lot of discussion about multiple expansion, and the reality is multiple expansion is an outcome, not a strategy.

John D. Rockefeller wanted to dominate oil, but Microsoft wants it all, you name it: cable, media, banking, car dealerships.

I hope to continue acquiring companies, not so much for the accumulation of wealth but because it's what I do well, and you always like to do what you do well.

I ended up buying a restaurant. Already we had invested in a gas station and a metal products plant.

Understand what you are acquiring and protect it at all costs. You are acquiring people and next-generation products. You are making an investment that together you can grow faster, make more profits, and take more market share.

We will see growth in the U.S., and we will selectively acquire in the U.S., but we prefer to use our global opportunity.

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.

I made my money in Iscar. I spend my money on the industrial parks.

Acquisitions have contributed only to 20% of MindTree's growth and 80% has come through the organic engine. Many large acquisition proposals have been turned down to ensure a proper balance was maintained.

Some managements do not even think of buybacks as an option. The idea of shrinking their equity base repels them. Their inclination instead is to get bigger, and this often leads them to pay rich prices for acquisitions that never earn their keep.

Apartheid was baked hard in the mining industry because that's where it originated.

The historical evidence shows that shareholders usually greatly benefit from mergers.

Benchmark has threatened to block investments that could bolster Uber's competitive position in global markets by bargaining over board seats and its own control.

The active and abandoned tailings ponds I have photographed, for example, are strangely beautiful - yet they are also chock full of cyanide, which is used in the recovery of microscopic particles of gold from the waste tailings of copper mines.

I look forward to being part of the ASUS family and its fascinating growth journey in India.

It's not enough for just us to invest in Utah; more and more, we are encouraging businesses around the world to follow suit. We want them to invest in and become part of Utah's future and to allow Utah to invest and become part of theirs.

M&A is always an opportunistic tool to grow a company.

The history of the business is very fascinating to me.

There have been many very successful acquirers, where they've bought up companies, and they've grown their earnings very rapidly, and the stock has appreciated tremendously.