Brad Feld Quotes

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

I was very clear why we put these companies together and what our goals were. It was really to allow both Sears and Kmart to compete in what I thought was going to be a more challenging but evolving industry.

We get talent and scale from mergers.

It's better to take over and build upon an existing business than to start a new one.

I think a lot can be said for consolidation, but I think it should be done for the right reasons.

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

Companies buy customers when they cannot win new business on their own. They merge when their executives do not have a better idea of what to do.

Typical mergers happen when there are two competitors coming together, and they reduce overhead.

Where I know I wanna go is being consistent on business, and that's just making another artist, my clothing line - capitalizing off the moment. I wanna be consistently doing that - capitalizing off every move I make.

I never dreamed I could build a $100 million company. I just happened to build a $1 million company that became a $5 million company, and so on.

The consolidation that we started in 2009 was clearly the requirement of that time.

One of the interesting things about the Dell-EMC combination is that we don't have a lot of overlap.

In pharma, we continuously look for acquisitions... if it makes strategic sense and if there is any value.

There could be no better time to fully integrate Infinity with Viacom's tremendous portfolio of assets. Infinity is performing at record levels and continues to generate a tremendous amount of free cash flow that will now fully benefit Viacom.

The key to making acquisitions is being ready because you really never know when the right big one is going to come along.

I don't think it's a good idea to plan to sell a company.

The best time to expand is when people are asleep at the wheel.

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.

I'm very, very bullish about our prospects, and as I tell our board, as I tell our employees, this is the time to invest. There's so much opportunity. Let's just invest in that opportunity, and really get after it.

I can well imagine making acquisitions so long as these are complementary to Puma and move it forward.

Well, as we built the business in the 1990's, as I said, I enjoyed that.

We like the size of the company today given the environment and have no plans to split it up and make it smaller.

For small businesses trying to figure out how to get big, I would say you are going to have to take some risks. And I think that is what shuts off most people. They are not willing take the risk.

An entrepreneur needs to know what they need, period. Then they need to find an investor who can build off whatever their weaknesses are - whether that's through money, strategic partnerships or knowledge.

Combining their operating business will make Volkswagen and Porsche even stronger - both financially and strategically - going forward.