I grew up wearing PUMA, and our national team is sponsored by PUMA, so those were always in the store. We couldn't afford Nike or Jordan, so PUMA was our brand. If you were wearing PUMA, that's dope.
When I joined in 1990, as they say in the sport of sailing, Puma was in the doldrums. It was a difficult time, and Puma had gone to sleep.
Barack Obama inherited a bankrupt economy, a bankrupt government, and a bankrupt foreign policy.
I became CEO at the beginning of the hit on old economy stocks. When something like that occurs in your first six months as a CEO of a more traditional branded firm, it makes for a fast learning curve.
We are in danger of being overwhelmed with irredeemable paper, mere paper, representing not gold nor silver; no sir, representing nothing but broken promises, bad faith, bankrupt corporations, cheated creditors and a ruined people.
As a CEO, you have to take the active action to force most of your resources to stand idle from time to time - or go bankrupt.
Obamacare won't just bankrupt the country. It may bankrupt small businesses. It may bankrupt individuals.
Puma was all about function and not at all about design. The founder of the company always believed functionality and performance were the only ingredients that could make Puma successful and design never mattered.
When I started at Puma, you had a restaurant that was a Puma restaurant, an Adidas restaurant, a bakery. The town was literally divided. If you were working for the wrong company, you wouldn't be served any food; you couldn't buy anything. So it was kind of an odd experience.
I was a Puma guy for a while. When System got signed, we got a deal with Puma, and they would just give me carte blanche, bro. I would walk into the Puma office and they would just give me whatever I wanted. I would just take it. I'd walk out with boxes and boxes, so I had every color, every style that I wore.
Because it's kind of great, being an idea that everybody likes. But I could never be the idea to myself, not all the way. And Agloe is a place where a paper creation became real. A dot on the map became a real place, more real than the people who created the dot could never have imagined. I thought maybe the paper cutout of a girl could start becoming real here also. And it seemed like a way to tell that paper girl who cared about popularity and clothes and everything else: 'You are going to the paper towns. And you are never coming back.
There were days when we used to say, what was in today's paper is tomorrow's fish-and-chip paper.When I became successful, I enjoyed myself a little.
When I was made CEO of Reynolds the first time, someone asked me what it was like to be a female CEO. But I said, 'I don't know what its like to be a male CEO, so I can't really answer that question.'
All my family worked for Puma. My mother worked there, and my father was the guy that opened and closed up in the evening. We lived in the neighbouring building - just a couple of steps, and I would be in the Puma factory. All 300 people that worked there knew me; it was my adventure playground. I knew everything, even how to make a shoe sole.
I argue that once it became clear that the most important function of the CEO was to develop and enact the corporate strategy, that often had the effect of distancing him from people below him in the organization. It also encouraged the idea that if a CEO were a great strategist for a company in one industry, he would probably be a great strategist in another industry. And that usually hasn't proved to be the case.
The state is a bankrupt institution. The only alternative to this bankrupt 'humanistic' system is a God-centered government.