Hillary Clinton Quotes

Valuations are always much-debated. I try to center on what is the value to us. Is it solving a problems for us? If it is, we find a way to proceed. If the valuation has been overhyped on something and it doesn't make sense, we won't. It's very simple for me. I tend not to worry too much about the valuation. It's really what the value is to us.

At the end of the day, though, there are a huge number of considerations that our management team go through before accepting any project - checking out the license is just one of them.

As a producer or financier, you are going to go where you get the best bang for your buck.

We always look at opportunities. We are not aggressively looking to buy something.

We are not going to compete for programs where we do not believe we can get a fair and sufficient return.

Every good businessman or woman carefully analyzes all the available facts before making a decision.

I know plenty of entrepreneurs who are numbers first. They tend to be highly analytical people, and before they pull the trigger, all the numbers have to line up just right.

I'm a very commonsense guy - I just look at the viability of the idea, if I feel the team has the ability to execute the idea. I also look at the investment syndicate, the size of the market, and then a lot of gut married on top of it.

When you see a 'Shark fight' erupt, we aggressively want to understand what we are committing our money toward.

If we come to the conclusion after 90 days that the synergies are big enough to justify the efforts, then we can go to the second step, which consists of saying: what would be the best organization and conditions - including shareholdings - in order to make sure the synergies happen.

I found an approach to investing that made enormous sense to me: rigorously analyzing a company's fundamentals, understanding exactly how it makes money, developing a view on the business's future prospects, and deciding if it's a good business.

Why should I build an asset when I can buy it more cheaply than you can build it?

They realize that spending millions to save billions is just good business.

I consider each business investment based on concept and revenue.

[Cost-benefit analysis is used:] ... to produce lofty academic-sounding reasons for endless inaction.

What's the logic of investing millions in agriculture if it will not pay off?

I couldn't sell water in a desert. I have no business acumen. I can tell you why you have no business acumen, and I can tell you why your project may or may not work, but I have no ability to make money.

The essence of a good investment manager is one who studies a given business and extrapolates the future cash flows that the business is likely to generate over the next several years. Based on the cash flow and asset assessment, they can then arrive at their expected rate of return if they bought a fraction of that business at a given price.

A great business at a fair price is superior to a fair business at a great price.

The way deals are done, every idea is looked at 50 different ways. Now, the market continues to change all the time. And we are always looking at everything in evaluating how it fits with our strategy.

I come from Wall Street, and you'll never see me do a PowerPoint because I'm all about Excel spreadsheets. If it's not in the numbers, I don't care how strategic it is; it doesn't play out.

I was approached by a company in San Francisco called Fantex. I did my due diligence on it. I tried to outweigh the pros and cons. Then I just made a business decision.

Really, we don't look at deals as 'big' or 'small': we look at things that will solve a problem for us.

Everything is always feasible if you run a corporate finance exercise: you can always try to come out with a justification on how things could work. But the real issue is to say how do you translate that into practice.

Analysts have forgotten how to analyze business and they have forgotten how to be objective about them.