Stephen Pagliuca Quotes

I think this is also a great time to invest in private equity, helping companies grow from the ground up.

The most important thing for us is investing and making companies great, and then they have all the options they want, whether that's to go public or stay private.

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

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.

As a CEO, I had significant exposure to private equity, enough that I had in no way bought into the media's caricature: rapacious privateers who destroy companies.

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

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

Ultimately, growth is essential for increasing a company's value.

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

A great deal of energy is spent daily on pushing the Russian e-commerce boom along while managing all aspects of growth and development along the way.

If private-equity firms are as good at remaking companies as they claim, they don't need tax loopholes to make money.

I've probably done more venture capital deals and expansion financings than I have done private equity deals. But both are the same. Private equity companies have also built jobs.

In the '70s and '80s, what private equity did is it changed corporate America. It started holding companies accountable, and for the first time managers started thinking like owners.

Joint-stock companies are yet in their infancy, and incorporated capital, instead of being a thing which can be overturned, is a thing which is becoming more and more indispensable.

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

Many of the best firms historically in venture capital have been multi-sector.

STG is a combination of a holding company and a private equity model.

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.

It's clear to me when you do private equity well, you're making companies more efficient and helping them grow and become more profitable. That success means our investors - such as public pension funds - benefit, which contributes to the economic wealth of society.

Any business either grows or dies. You've just got to keep growing.

There is a difference between being a venture capitalist and a vulture capitalist

I'm looking forward to partnering with TPG Capital and Leonard Green & Partners. This transaction is a clear endorsement of J. Crew and the hard work and dedication of all of our associates.

Mergers and acquisitions, we are always looking for that.