It's basic due diligence to make sure that whenever a foreign entity acquires a controlling interest in a U.S. company that national security isn't threatened.
Getting things done in this country, if you want to build something, if you want to start a company, it's getting to be virtually impossible with all of the bureaucracy and all of the approvals.
There's a whole generation of young people who are faced with the so-called 'jobless recovery.' Necessity is the mother of invention. They are out there, all around the world, creating new companies.
I write down the three measurements which Lou and I agreed are central to knowing if the company is making money: net profit, ROI and cash flow.
Employers have gone away from the idea that an employee is a long-term asset to the company, someone to be nurtured and developed, to a new notion that they are disposable.
Our investments in data, Internet and international have been particularly timely and have positioned the company to post industry-leading incremental revenue gains.
In late 2003, the Bush administration reversed a long-standing policy requiring agents to destroy their files on innocent American citizens, companies and residents when investigations closed.
The idea that you encourage companies to take their innovative thinkers and think about the most needy - even beyond the market opportunities - that's something that appropriately ought to be done.
U.K. companies are in very international and very competitive markets. If you look at PC penetration in the U.K., it is very similar to the United States market.
If the goal is to build companies that maximize long-term equity value, then optimizing corporate performance in a way that Wall Street appreciates is obviously critical to that goal.
We are out-of-the-gates strong in fiscal 2015. We grew revenue 8% in the first quarter and exceeded our QuickBooks Online subscriber and our company financial targets.
Can we ever really know anyone well? Let's just say we often found ourselves in each other's company and neither of us minded.
In most companies, the formal hierarchy is a matter of public record - it's easy to discover who's in charge of what. By contrast, natural leaders don't appear on any organization chart.
Energy companies, such as Chevron and Shell, and oil producing countries, such as Kuwait and Venezuela, pump crude oil from their vast land holdings and sell it on the world market.
Pay-TV companies that built their businesses on the backs of local and network broadcast signals should pay a fair price for access to that high-value programming.
The first thing I ever invested in was Twitter. Blaine Cook, former CTO, was leaving the company and asked me if I wanted to buy his stock.
Now you have people in Washington who have no interest in the country at all. They're interested in their companies, their corporations grabbing Caspian oil.
There are corporate private investigators, companies doing very forensic background checks on people. They buy data, they get their own data... They don't want their industry publicised.
It used to be that you would go in to see a CEO, and you would ask them, 'Is your company for sale?' and if they said 'No, we have no interest in selling,' that was sort of the end of the conversation.
When an employee asks why the company does things a certain way, and you can explain the logical reason, then the employee knows what she's doing is valid.
I came to Mozambique in 1986, when I first became involved with Teatro Avenida - a theatre company that stages plays concerned with political and social issues.
