When I was contacted about coming back to Impact they were obviously at a stage when they were really rebooting as a company.
You look at what happened with Chrysler, it went through that bankruptcy, and it's re-emerged in a much different fashion, privately held in some of those things, and it's really putting out a great product.
The cure for Apple is not cost-cutting. The cure for Apple is to innovate its way out of its current predicament.
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.
You're missing it. This is not a one-man show. What's reinvigorating this company is two things: One, there's a lot of really talented people in this company who listened to the world tell them they were losers for a couple of years, and some of them were on the verge of starting to believe it themselves. But they're not losers. What they didn't have was a good set of coaches, a good plan. A good senior management team. But they have that now.
In taking Dell private, we plan to go back to our roots, focusing on the entrepreneurial spirit that made Dell one of the fastest-growing and most successful companies in history.
I continue to have a special pride and passion for AOL, and I strongly believe that AOL - once the leading Internet company in the world - can return to its past greatness.
When I became CEO, Puma was bankrupt on paper.
We bought the UFC when not only was it a bankrupt company that was going under, it had a horrible stigma attached to it. This thing was so bad it was not allowed on pay-per-view.
The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.
Apple Computer would not have reached its current peak of success if it had feared to roll the dice and launch products that didn't always hit the mark. In the mid-1990s, the company was considered washed up, Steve Jobs had departed, and a string of lackluster product launches unrelated to the company's core business.
We brought Safeco back from the brink of failure.
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.
My biggest dream for this company is to restore it - to bring Time Warner back to the position that I think it once had and, even better than that, to make it the greatest company in the media and entertainment world.
What's happening internally is eventually what will take AOL back to being a growth company.
I do think - as self-serving as it sounds - that I was the right person, given the very, very strong headwind we had from the economy and our own issues, to come back and rewrite the future of the company.
I think a lot of people miss what I've done in the MMA world. How I was able to market and control the industry so that people wanted to watch my fights. If you look at the fights I've been involved in - in the SEG UFC, in Japan, for Zuffa and today, they have been fights that have turned companies around.
