BOB IGER

For us to grow globally, it's not enough to just be an exporter. We have to be a creator.

I think it is incredibly important to be open and accessible and treat people fairly and look them in the eye and tell them what is on your mind.

It's a good time to be in the content business though, the branded content business.

Netflix, Amazon, iTunes - whatever platforms emerge - we are looking at as having the same potential that home video had for the movie business. Which means there are entirely new opportunities to monetize our capital investment in content and do so in ways that work for distributors, for consumers and for creators.

I drive myself to and from work. I love the privacy.

I had worked at Disney since they bought the company that I had worked for, ABC in the mid-90s.

The riskiest thing we can do is just maintain the status quo.

What I've really learned over time is that optimism is a very, very important part of leadership.

I started off wanting very much to be a newscaster.

Sometimes I feel like I'm a contestant in a reality show that probably would be called The Apprentice Survivor Millionaire.

If we give people the ability to buy a lot more because they can store a lot more, for a company that creates TV shows and movies, that's fantastic.

We have a unique opportunity as Disney because it really is the only true global entertainment brand.

I have a fondness for jazz, particularly for jazz singers, Billie Holiday and Ella Fitzgerald all the way through the Sinatra era.

People don't like to follow pessimists.

I'm privileged and grateful to lead The Walt Disney Company and our talented, dedicated team at this exciting time.

I began as a weatherman and I learned very quickly I wasn't very good at it.

I ride a bike and use aerobic equipment twice a week, and work out with a trainer, lifting weights.

I get up at 4:30 in the morning, seven days a week, no matter where I am in the world.

I think it is important for people who are given leadership roles to assume that role immediately.

The heart and soul of the company is creativity and innovation.

It's in our best interest to put some of the old rules aside and create new ones and follow the consumer - what the consumer wants and where the consumer wants to go.

People go to Disney because they know its brand attributes. We believe we have an opportunity to go with our content directly to consumers.

Are there challenges? Absolutely. But in aggregate, this is a very strong and valuable company.

I don't want to sound too critical, but we're taking a wait-and-see approach on UltraViolet.

Keeping it simple for the consumer is incredibly dire.