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A lot of deals are done or not done because chief executives are not fully aligned to shareholders.
A lot of deals are done or not done because chief executives are not fully aligned to shareholders.
A lot of deals are done or not done because chief executives are not fully aligned to shareholders.
A lot of deals are done or not done because chief executives are not fully aligned to shareholders.
A lot of deals are done or not done because chief executives are not fully aligned to shareholders.
A lot of deals are done or not done because chief executives are not fully aligned to shareholders.
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Ivan Glasenberg:
We want people who work for us to be entrepreneurs. We like them to look at ideas. We like them toIvan Glasenberg:
Why should I build an asset when I can buy it more cheaply than you can build it?Ivan Glasenberg:
What are we focused on? Return on equity. We don't need these great big tier one assets. I'm very hIvan Glasenberg:
I've never opened a glass of champagne on any acquisition. Bankers do that.Ivan Glasenberg:
It's easy to buy. Prove that you bought at the right time and the right price.Ivan Glasenberg:
I'm a CEO of a public company. You have to show decorum.Ivan Glasenberg:
We always look at opportunities. We are not aggressively looking to buy something.Ivan Glasenberg:
You'll sacrifice a lot of things in the early part of your career to be successful, but to be aheadIvan Glasenberg:
Many people may say that luck is important, but I think you create your own luck by working hard toIvan Glasenberg:
I stopped focusing on people being different, and I started treating everyone the same way.