Matt Taibbi Quotes

I come from the operations side of the business, and I buy companies to operate them, not to flip them.

Reasonable mergers generate substantial synergies, so that provides for earnings and cash-flow growth even if it doesn't provide for revenue growth, and I think that's a big driver.

Mergers generate substantial synergies.

When you are buying companies, everyone in the company feels very good. Their chests are puffed out. At Blackstone, I used to tell people that there is nothing more fun than buying a company with somebody else's money. The business is growing, which creates more opportunity for your employees.

Private-equity and hedge-fund guys typically come into a situation of mediocrity, where rapid change may result in a profit.

People used to think that private equity was basically just a compensation scheme, but it is much more about making companies more efficient.

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

Mergers and acquisitions, we are always looking for that.

It used to be that you would go in to see a CEO, and you would ask them, 'Is your company for sale?' and if they said 'No, we have no interest in selling,' that was sort of the end of the conversation.

I buy companies for strategic reasons and operate them.

Whenever you look at any potential merger or acquisition, you look at the potential to create value for your shareholders.

Much of what is called investment is actually nothing more than mergers and acquisitions, and of course mergers and acquisitions are generally accompanied by downsizing.

I have either run private equity funded companies or been a partner in a private equity fund since 1982. I've had a front row view of the vital role private equity continues to play in building and keeping American businesses competitive in the global economy.

I see myself as a private-equity investor that helps rebuild companies. Restructuring is a cottage industry in that there aren't that many serious practitioners.

When investors, particularly investment bankers, talk about splitting up companies, there's a lot of discussion about multiple expansion, and the reality is multiple expansion is an outcome, not a strategy.

Look, don't congratulate us when we buy a company, congratulate us when we sell it. Because any fool can overpay and buy a company, as long as money will last to buy it.

Yahoo would benefit from going private or becoming part of a larger corporation.

The complexity increases exponentially when you try and combine two companies that both need to be restructured in their own right.

The historical evidence shows that shareholders usually greatly benefit from mergers.

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

Private equity firms working closely with venture capitalists and technologists may be able to unlock assets that others have not leveraged and build technology cultures to iterate on solutions that make these assets more productive.

When I was in the leverage buy-out business we bought Weetabix and we leveraged it up to make our return. You could say that anyone who was eating Weetabix was paying for our purchase of Weetabix. It was just business. It is the same for Liverpool.

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

Private equity has been the purview of super wealthy individuals and institutions.

I think good private equity investors create a lot more economic value than they destroy.