John Catsimatidis Quotes

When you're building a company, you need to continually strengthen every component - finance, strategic partnerships, executive team, and relationships with every last constituency.

To create a big company, you need more partners, as it is hard to handle such a project alone. Such projects bring access to the expertise and management resources of the partners, and their connections above all.

Ukrainian business must really embrace global competition. We need to understand that competition for resources and clients is not with competitors from across the street or from another city, but with millions of businesses around the world.

We're in the service business by nature, but when we can transition that into ownership things, we love it. Our clients love it, too. We get deluged with offers to get involved with this or that. Silver Lake helps us funnel those opportunities.

It is a matter of course and of absolute necessity to the conduct of business, that any discretionary businessman must be free to deal or not to deal in any given case; to limit or withhold the equipment under his control, without reservation.

The rigor and discipline we use in running our business is key to consistently executing our growth strategy. And we systematically applied the same discipline to our investments, including acquisitions.

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.

The best way to make money is to have more economic freedom, which is why we are one of the very few large companies that are consistently for it.

Once America's CEOs get back to the business of growing their companies rather than growing their share prices, shareholder value will take care of itself, and all Americans will share in the higher wages and other benefits of a renewed era of economic growth.

All businesses require capital, management and labor, and business executives, wanting to grow and maintain profitable enterprises, have a strong incentive to keep costs, including labor, as low as possible.

Taking over our own business and running it ourselves has tied us even more to our fans.

We are looking for development partners, people to work alongside us, which will accelerate our actually getting licences, the technology into product, into the markets.

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

American capitalists, enthralled by the doctrines of finance, have put their income statements in service of the balance sheet.

You need to put your hands around the throat of your business, and you need to run it. There's no other way.

I sensed my chance and embraced the telecom business. I started marketing telephones, answering/fax machines under the brand name Beetel, and the company picked up really fast.

From our group, we've had joint ventures with a lot of international companies: Procter & Gamble, General Electric, Sara Lee, currently with Hershey's and Tyson. We've learned a lot of the best practices.

Companies will need to pursue a more diversified business model, but I think those companies that have what I call a focused diversified business model will be more successful.

Yes, I have a lot of business interests. But I don't work for just anyone, and I choose the companies very carefully.

I generally disagree with most of the very high margin opportunities. Why? Because it's a business strategy tradeoff: the lower the margin you take, the faster you grow.

If you look at my business record, I basically love to do turn-arounds. That's where I made all of my money.

My business acumen is definitely growing.

Our entire team is focused on managing this company for value - fixing or eliminating those operations that lessen value and expanding or adding those that enhance value.

Money is always the least of the problems. It is finding the right business or growing the right business. You can't do that without the right people.

You can't run a €10 million business the way you run a €1 million business.