Peggy Johnson Quotes

I love doing deals and operating companies.

If I'm on the board of any company where there's an offer that comes in, I want to negotiate.

The future, for us, is not in bold and big deals. It is in selective deals, and I prefer to focus on one accretive target worth around €2 bn. than several deals worth €200 m.

I've been spending quite a bit of time in Canada, New Zealand, Australia, and the U.K. as Mint is expanding globally, and I'm personally doing much of the research and business deals to make them happen.

We always look at opportunities. We are not aggressively looking to buy something.

Any successful company in the valley gets acquisition offers and has to decide whether or not to take them.

We are quite open, however, to looking at acquisitions and there are opportunities that we periodically consider. and I think that may be something we do in the future, but I must say that there is no commitment to that at the present time in any form or size.

The Ranbaxy acquisition doesn't preclude us from making more large acquisitions. The important issue is whether we have the management bandwidth to handle the acquisition.

In my world, historical revenue is the least interesting thing to consider in an acquisition strategy.

All the sharky elements of Hollywood are similar to sharky elements in Silicon Valley. It's obviously different, but the deals are the same. And you get hot, then you're not.

I never look at an acquisition really by size.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

If you look at the history of our company, we don't do a lot of acquisition. The reason is, we need to see that people are culturally and philosophically aligned with the way that we approach the business.

Let it be understood that I am interested in making multimillion-dollar business deals.

We have been successful in buying and selling companies because we have a reputation of fulfilling deal terms in letter and spirit.

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

Really, we don't look at deals as 'big' or 'small': we look at things that will solve a problem for us.

I can't tell you the amount we plan to invest in new acquisitions because that will depend on the opportunities that become available to us.

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

Valuations are always much-debated. I try to center on what is the value to us. Is it solving a problems for us? If it is, we find a way to proceed. If the valuation has been overhyped on something and it doesn't make sense, we won't. It's very simple for me. I tend not to worry too much about the valuation. It's really what the value is to us.

If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.

I look at Boston-based companies all the time... There's certainly great companies in Boston. If the deal makes sense on the merit of the deal itself, we'll go and do the deal.

One operator is no big deal. That can be fixed in a jiffy.

I was vehemently against acquisitions. Now let's buy everything in sight. Well, that's a slight exaggeration. We are a little more strategic than that. But everything was on sale.

When you guys go into some kind of a deal, you know, are you going to do that development or not, are you going to do that renovation or not, you know, you look at the numbers. You try to figure out what's going to work and what's not going to work.