Carly Fiorina Quotes

And I was asked if I would come and help with the recovery of this great British company, Cable and Wireless, and I'm delighted to become part of the new and very talented management that have been brought in to that company as well.

Any dope with a checkbook can buy a company. It's what you do afterward that matters.

You have to ask what is going to happen to a lot of companies when there is not a lot more money to be gotten. That changes everybody's perspective, I think.

In a period of economic downturn, the overwhelming instinct is to pare back, cut costs, and lay off. If you do that, do so with your strategy in mind. The worst mistake is to cut across the board. Instead, reconnect and recommit to a clear strategy that will distinguish yourself from others.

Not every financial company toppled during the 2008 crisis, and some seized the opportunity to take advantage of weaker competitors in the midst of the tumult.

When I first came to Playboy, I thought I would go on and do something else in a few years. But when the company got into trouble with political and regulatory challenges, I felt that I could really lead the turn around.

As the Executive Chairman of 'Breitbart News' with a long run in business and finance, I can tell you, it's hard to run a company that is infinitesimally smaller than Fox; it takes a steady and experienced hand.

Issues like security threats, declining traffic, high insurance premiums, rising fuel costs, among others, call for individual strengths to be aligned towards regional stability.

I am not responsible for the financial crisis, I hate to tell you.

People aren't as impressed by homes anymore after they saw how they collapsed in price with the financial crisis.

Top-rank global corporations are collapsing. That could happen sometime, and somehow even to Samsung.

Every serious deflation I've looked at is preceded by an asset bubble, and then it bursts.

When I left the Treasury, there was a poll that showed - and I don't remember the numbers exactly right - something like 90% of the people were against TARP. It prevented a disaster, but you don't get credit for a disaster that people don't see.

I came back to Philips and quickly realised that the TV business had a major performance issue and some structural challenges. Rather than try to tweak it and sit things out, we said we had to go for a structural solution.

Alan Greenspan is going to go down in history as one of the worst Federal Reserve chairmen ever.

You cannot have the financial system crippled because of lack of decision making and lack of quality people.

There's always an opportunity with crisis. Just as it forces an individual to look inside himself, it forces a company to reexamine its policies and practices.

Well, 2009 was a tough year.

Bishops need to resist the defensiveness that institutions often fall back on in crisis moments.

We have been dealt a very weak hand by the financial market meltdown, bailouts, and recession. We can't act like it's a strong one.

Being a Navy SEAL and sniper taught me all about risk management. Take away all the risk variables under your control and reduce it to an acceptable level. The same fundamentals apply in business.

We need constant change, technological innovation capability, and high productivity to survive in the fierce competitive environment.

While looking ahead, we know challenges remain, but we are encouraged by the strategies we have in place to improve our operational efficiencies and performance.

It's almost 10 years since the 2008 crisis, but we all still remember the consequences of ignoring threats to the public finances.

I don't think anybody has any idea what the economic impact of Brexit will be.