Investor Relations Quotes

If you're long-term oriented, customer interests and shareholder interests are aligned.

Lots of entrepreneurs don't want to be hassled by a board of directors early on. The entrepreneurs want to control the company, don't want to be responsible to a board, or don't want to waste time communicating with board members. This is a classic error of thinking about the early stage board incorrectly.

In the age of activism that is clearly not going away, it would seem that some form of engagement from directors with shareholders - rather than directors simply taking their cues from management - would go a long way toward helping boards work on behalf of all shareholders rather just the most vocal.

You can't manage Wall Street. Wall Street has its own viewpoints on everything. I have always believed, if you manage your business correctly, Wall Street will take care of itself.

Whether you stay private or go public, after all is said and done, a CEO's job is to create lasting shareholder value.

If we take care of the customers and associates and grow the business, Wall Street will be pleased.

If someone comes onto 'Dragons' Den' and annoys me, I'm going to tell them exactly what I think.

My positioning with my investors was always, I need three to five years.

The IPO is no exit for the entrepreneur; it's the start of purgatory.

Clearly as you move to being a public company, probably even more than growth, there is a huge value based on predictability.

One of the things that the public sector banks need to do is to raise private capital from the market and not rely on government largesse.

I think good companies can navigate being public and doing the right things for their customers.

In the future, my communications with the public and with the markets will be entirely through regular and formal channels.

If you're the CEO of a publicly traded company, you're worried about quarterly returns.

You should think about for the next 10 years, you're going to be giving out 3-5% of the company every year.

Excessive pandering to stockholders is as bad as any other form of pandering

It's a special thing to be a public company.

My whole life has been one theme of self-sacrifice for my investors.

I think entrepreneurs should demand transparency for startup accelerators.

One way to promote shareholder engagement and activism is through greater accountability and transparency.

Every public company depends to some extent on the trust of its investors.

All I do is talk to people, email people, take meetings with people, and do interviews. Then I work at maintaining relationships with my investors because the trust people place in me is my business model.

Some foreign investors accuse us of being unfair to shareholders by using our resources for community development. Yes, this is money that could have made for dividend payouts, but it also is money that's uplifting and improving the quality of life of people in the rural areas where we operate and work. We owe them that.

What if lawmakers never spoke to their constituents? Oddly enough, that's exactly how corporate America operates. Shareholders vote for directors, but the directors rarely, if ever, communicate with them.

The trust institutions have in the marketplace, the confidence customers and suppliers and workers and employees have, are very important to a business's effectiveness.