A Quote by John Paulson

The strategic plan to transform Valeant smartly focuses on rebuilding the company's core franchises in ophthalmology, dermatology, and gastroenterology while simultaneously using the proceeds from the sale of non-core assets and operating cash flow to de-lever the company.
The restructuring theme can be of various kinds. Some amount of debt gets serviced out of cash flows, some gets back-ended and resolved with sale of non-core assets of the company, and some debt gets converted into equity which might today look like a haircut.
It's quite clear we've got strong franchises at the core of this company.
When a nanotech company matures and becomes a real business, it becomes something else. It becomes a biotech company or a cleantech company or a memory chip company. Nanotechnology has fueled the core innovations in electronics and energy.
Your personal core values define who you are, and a company's core values ultimately define the company's character and brand. For individuals, character is destiny. For organizations, culture is destiny.
For a global company, it is imperative to respect and honor local culture and weave that into the core company values rather than the other way around.
I've come to recognize that social purpose must be embedded into the core DNA of a company. The questions 'Why do we exist as a company?' and 'How do we make a difference?' need to have the same answer.
I've certainly learnt there's nothing more important than cash - cash flow issues are one of the biggest causes of company failures.
If your cash is about to run out, you have to cut your cash flow. CEOs have to make those decisions and live with them however painful they may be. You have to act and act now; and act in the best interest of the company as a whole, even if it means that some people in the company who are your best friends have to work somewhere else.
So I should be aware of the dangers of self-consciousness, but at the same time, I’ll be plowing through the fog of all these echoes, plowing through mixed metaphors, noise, and will try to show the core, which is still there, as a core, and is valid, despite the fog. The core is the core is the core. There is always the core, that can’t be articulated. Only caricatured.
So this is the goal: To make money by increasing net profit, while simultaneously increasing return on investment, and simultaneously increasing cash flow.
The best CEOs in our research display tremendous ambition for their company combined with the stoic will to do whatever it takes, no matter how brutal (within the bounds of the company's core values), to make the company great. Yet at the same time they display a remarkable humility about themselves, ascribing much of their own success to luck, discipline and preparation rather than personal genius.
Just as a company needs a strategy to capture market share, a company needs a strategy to encourage actions that reflect their core values.
Italy's assets are her style, her beauty, her creativity, her passion, her energy, her technology; and these will be core brand values of all our cars. Fiat as a company has a long way to go and a steep road ahead.
Some of the music I made for 'Fantastic Damage' I thought I was making for the Company Flow album, but the majority of it was post-Company Flow.
At our core, we are a content company. That content has to be the very best. You can't be a company of this size and be doing what everybody else is doing.
We do not view the company itself as the ultimate owner of our business assets but instead view the company as a conduit through which our shareholders own assets.
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