Christie Hefner Quotes

Every public company depends to some extent on the trust of its investors.

I'm going to continue doing my thing and work my butt off to add value for shareholders and as long as they and the board see fit to keep me in this role, I feel enormously privileged to serve.

Abby Johnson has agreed to become Chief Executive Officer of Fidelity, reflecting a further step forward in our leadership succession plan. Abby will retain her role of President, and I will continue to serve as Chairman of the Board.

If you think the job of a CEO is to increase sales, then Ballmer did a spectacular job.

I am honored to join the Under Armour Board, and look forward to seeing how a founder and CEO operates a dynamic and fast-growing company known for innovation and its competitive edge.

I am fully supportive of the strategy and leadership team at Valeant.

Whether you stay private or go public, after all is said and done, a CEO's job is to create lasting shareholder value.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

If the goal is to build companies that maximize long-term equity value, then optimizing corporate performance in a way that Wall Street appreciates is obviously critical to that goal.

If you're going to run a public company, be absolutely certain of what the parameters are, what the clarity is, that you can explain it to yourselves and explain it externally.

I had no idea until I joined the games industry and met some of the power players, particularly those running large public companies, that much of this world is run by complete clowns.

I think every company has its own unique approach to creating shareholder value.

We need to be focused in corporate America on the long term.

I want to make sure our company is in good hands: that it will be good for the country, for the stockholders.

I'm the non-executive chairman of nine or so major companies, and on the nine companies, it's a little trying because you jump from one industry to another, as the case might be. But one had the reasonable knowledge of those nine activities, and it's been an exciting job.

I am honored to be named chairman of Duke Energy's board and privileged to lead our company forward for our customers, employees, and shareholders.

It is not often that one of the world's best entrepreneurs rings you up and says 'I've got this business we are about to float off as an independent company and we'd like you to be chief executive.'

When you face the shareholders, then you can feel the heat is on you. For 20 years I got to answer to my shareholders. It's not easy.

I am the CEO of HCL Corporation, and, of course, a large part of my time does get spent in HCL Corporation, whether it is in actively managing our investments or perhaps even the governance and accountability and really seeing the strategic direction forward for HCL Corporation.

When we look at really good high-performing companies abroad, they are always at the back of an extremely high-performing board, and that is something which is very lacking in this country.

You don't characterize CEOs as dealmakers or in any one particular area. An important characteristic of a CEO is leader. That's probably the most important characteristic.

One of my major objectives is to build a long-term enterprise, to build shareholder value over time.

As the CEO, I have to take care of the short term, mid term and the long term.

By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for its own disruption.

If you're the CEO of a publicly traded company, you're worried about quarterly returns.