Punit Renjen Quotes

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

Speed is the No. 1 thing. Our core competency has been doing exactly this: buying companies and integrating them quickly.

Companies buy customers when they cannot win new business on their own. They merge when their executives do not have a better idea of what to do.

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

We get talent and scale from mergers.

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.

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

Mergers and acquisitions, we are always looking for that.

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

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

M&A is always an opportunistic tool to grow a company.

The essence of good business is knowing when to step on a train and when to step off.

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?'

I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.

If we're going to acquire, what are we going to do differently? We came up with six rules of thumb. Whenever I've violated two of them, I usually get into trouble.

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

When I worked at Yahoo, I saw a lot of acquisitions. Some succeeded, and some failed. I think I have learned from that.

I think every acquisition is unique and different. The best strategy is to listen to the founders and follow their lead.

In my world, historical revenue is the least interesting thing to consider in an acquisition strategy. The goal is to acquire technology that is on your product roadmap or people that fit culturally within your organization and help you execute on your roadmap faster.

If you look at Citadel today, that's really - the founding principle of the firm is a real pursuit of talent, a pursuit of people who have a passion for finance, and a pursuit of individuals who make good decisions day in and day out.

I feel very good about our business and the speed at which we are executing our strategy to drive differentiation for Accenture and accelerate our rotation to The New.

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.

Our job is to find out what's the next thing that is going to be advantageous to us and contribute to winning.

We are reluctant to do these bigger acquisitions that are then integrated, especially if they are committed to a certain product that they want to build that we can't guarantee we will keep evolving.

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