Barry Diller Quotes

The good parts about being a public company are increased discipline, increased execution and increased transparency to make sure that you are really building a company for a hundred years.

Clearly as you move to being a public company, probably even more than growth, there is a huge value based on predictability.

I hated being a public company CEO.

I have never seen Jeff Bezos, Marc Benioff, or Reed Hastings complain about being public. Nor have they ever argued that being public prevented them from doing things with a long-term focus.

I don't think I'd enjoy running a public company. We haven't needed to go to the market to fund expansion.

I wish we could be private with Tesla. It actually makes us less efficient to be a public company.

When Facebook went public, they didn't have a particularly strong model of governance.

I would rather be responsible and accountable and help to reward the public shareholders going ahead.

I believe good corporate governance is critical in enhancing competitiveness and creating industry - leading profitable growth and superior returns for every stakeholder of the institution.

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

Shareholder meetings are not usually the occasion for utter candor - or for that matter, arch sarcasm - by chief executives.

I met with several public company CEOs to learn about their experiences of going public and listened to as many earnings calls as I possibly could.

It's a special thing to be a public company.

Being a CEO still means sitting across the table from big institutional investors and showing your leadership and having them believe in you.

What happens to a private company that comes out with a quarterly report and an annual report? It gives transparency. It talks of basic issues of governance and transactions with related parties.

The role of a board of directors is to be a sounding board for the vision of the company - to hold executives accountable in executing that vision and to ensure a management succession plan is in place.

One way to promote shareholder engagement and activism is through greater accountability and transparency.

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

It is always important that we have transparency, that we have shareholder protection. Then again, I think it is important that there are not so many regulations that management can't make a decision without asking a lawyer whether he can do it.

You have more independent eyes scrutinizing the decision-making and financial statements of companies.

Innovation and corporate governance are extremely important to improve the profitability of Japanese companies and encourage them to increase wages, capital spending, and dividends.

It is much more convenient not to be a public company. As a private company you don't have to give information to the public. Secrecy is an important factor of success in the commodity business.

There's not a whole lot of advantage for a company to be public.

You have to have in mind what you want when you go public. It's not just an end in and of itself. Suddenly, you have investors to satisfy. Investors who want - who demand - a return.

Being a public company is really terrible for most companies. I'd say Facebook and Google have done a pretty good job of standing up to the incredible quarterly pressure to hit numbers, but most companies - and I've observed a lot now - don't do a very good job of that.