A Quote by Linda Johnson Rice

The bitter might be just an initial reaction of, 'Oh my goodness, it's sold,' but not really understanding fully that I will be chairman emeritus of the new company, which is Ebony Media Operations. It is African-American led and owned, and I have a seat on the board, and I also have an equity position in the company, so I'm still there.
There's a sense of authenticity that comes with 'Ebony.' There are very few national media outlets that are majority-African-American owned and really speak to our community with a sense of pride, authority, and ownership. That's what we do.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
We have signed an exclusive licensing agreement with a company called TurnerPatterson, another African-American company, and what I thought would be a great vehicle for 'Ebony,' since it is such a strong brand name with tremendous loyalty, is to grow that brand name even more across different areas.
Once a company develops out of its consumer base, you will often see a well-funded multinational company come in and take over that space. The black-owned company either stays a niche company or just disappears. This is something we don't want to happen.
I'm also the chairman of the board of Symantec, which is the world's largest cybersecurity - software cybersecurity company.
However, given the fact that the State has a controlling stake in the company [Rosneft], it might not be the best course of action when one company under State control buys another one fully owned by the State. This is one point.
I'm a chairman on the Board of Governors for the East-West Players, the longest-running Asian-American theater company in America.
The plate tectonics of media have shifted where NBC had to become a new media company from an old media company.
In 2013, I transferred my company Essential Hospitality that owned the plot to RKW Developers against full and final payment. No loans were taken in this company and it was completely debt-free when we sold the same to RKW.
I wanted a CFO with public company experience; I needed an HR department, new office space, and a board which could help me grow the business. Insight, the private equity firm I chose, helped me with all that.
I said from the very beginning, 'Yahoo should position itself as a technology innovation company, not as a media company.'
I will use my position as chairman emeritus on the Energy and Commerce Committee to try to bring some common sense to EPA regulations.
Probably when I gave things to Slavica [ Ecclestone], you know the shares of the company, and things like that. And she put it all in trust and the trust sold the shares. Um, would I turn the clock back if I could and so I still owned the company completely? Probably yes. It probably wasn't a good decision, but it was the decision that had to be made. Was I happy that I made it? No.
The company [Microsoft] really has to chart a direction in mobile devices. Because if you're going to be mobile-first, cloud-first you really do need to have a sense of what you're doing in mobile devices. I had put the company on a path. The board as I was leaving took the company on a path by buying Nokia, they kind of went ahead with that after I told them I was going to go. The company, between me and the board, had taken that sort of view. Satya, he's certainly changed that. He needs to have a clear path forward. But I'm sure he'll get there.
When we first started the company, I didn't have any thoughts of franchising. We just had company-owned stores.
It's easy to make fun of AOL's pending purchase of HuffPo. Just like AOL's purchase of TimeWarner, here we have a new media company - Huffington Post - fooling an old media company, AOL, into overpaying for something that has already peaked.
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