John Paulson Quotes

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

When I became CEO, Puma was bankrupt on paper.

Italian companies need to re-convert themselves, and such a re-conversion must be toward a better, higher standard.

Where we have the choice between putting a dollar against those that are going to advance horizontal integration and those that are going to sustain current capability, we'd rather put them against the horizontal integration activity.

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

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

I have spent my career making a difference with underperforming assets.

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.

My job was to turn the company around and to give Time Warner a profitable Web business to spin off and a profitable access business that still throws off a tremendous amount of cash. I can check both of those boxes. I am done, and I feel good about what we've accomplished.

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.

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.

I wish the company and its associates all the best as Sears Holdings continues on its transformation.

UDAY is meant for financial and operational turnaround of discoms.

When you buy a company that's been on its butt you raise a lot of money, you instantly put new management in place, but that's the end of the glory for three to five years, grinding it out one day after the other.

You can invest to create the new growth business while the core business is still growing, because new business units don't need to get big fast. But when the core business stops growing, investing to create new growth businesses becomes impossible.

Just believe in the future and direction of the capability that ARM has. Go deep and build a better future, both for the company and for its contribution to the industry. That's what I want ARM to do: invest more the future.

I do want to grow our company, so the way I've been doing that is moving 'scary' to different things.

You can't delegate turning a company around.

The real underlying value comes if you can put a company back into a running state and it becomes a successful viable entity if it continues to repay loans.

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

When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'

While 2015 was challenging, we implemented many strategic and operational initiatives to improve our business and better position J.Crew for the future.

When a change in how some element of one's business is conducted becomes an order of magnitude larger than what that business is accustomed to, then all bets are off.

As far as discom reforms are concerned, they have to be a combination of two parts. One is the existing balance sheet and, therefore, taking care of that. The second important is the reduction in losses going forward.

The restructuring theme can be of various kinds. Some amount of debt gets serviced out of cash flows, some gets back-ended and resolved with sale of non-core assets of the company, and some debt gets converted into equity which might today look like a haircut.