Brad Feld Quotes

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

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

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.

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

The most important thing for us is investing and making companies great, and then they have all the options they want, whether that's to go public or stay private.

The life of a business is not like a football team! We are not taking part in an Italy-France game or against Germany.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

Long-term sustaining growth is a minimum expectation for us.

I love doing deals and operating companies.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

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

This is a business. Be smart. Choose wisely.

I have targets for business achievements; I do not have targets for acquisitions. Because if you have targets for acquisitions, you end up making compromises in terms of valuations, and you buy things because you have a target, and it is not good for business.

When you're talking about capital and financial things, which I certainly pay a lot of attention to, I base those decisions on one question that I typically ask myself, which is 'Does it help us to build a better company?'

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

I am excited to join the Workday Board at an exciting time in the company's growth and look forward to leveraging my past experience as a technologist and entrepreneur to provide advice as they continue to look at new areas of growth.

Businesswise, everything's been good.

Businesses will ultimately go where the markets and opportunities are.

I don't really care about capitalizing on momentum.

When I think of revenue growth, I think of the words 'mix' and 'shift.'

If you're doing business, not that simple to only buy. You have to create something. You have to create something that never exist for the future.

As CEO of Aetna, I was a buyer of portfolio companies rather than a participant in the value creation process. From the end of the assembly line, what happened in manufacturing wasn't visible to me.

Having spent almost 25 years in different roles within Investor, I have truly enjoyed working with creating long-term value in our companies.

Success in M&As comes with executing with vigour along with the obvious right choices that you got to make.