Michael Dell Quotes

Private equity funds a substantial amount of new businesses and is the source of capital to rejuvenate failing businesses, which are major drivers of job growth in this economy.

Taking the company private was not the easiest thing I've done in my life.

I think this is also a great time to invest in private equity, helping companies grow from the ground up.

People used to think that private equity was basically just a compensation scheme, but it is much more about making companies more efficient.

I see myself as a private-equity investor that helps rebuild companies. Restructuring is a cottage industry in that there aren't that many serious practitioners.

Just like I gave Jack Ma and Alibaba the luxury of staying private for longer, I am now giving Arm the gift of being private. My only message to them now is take my investment and let's go, go, go.

Most chief executives rise to that position by being good operating managers. Few have extensive experience or training with capital allocation. What CEO wants to return excess cash to shareholders when it could be used to expand his or her empire?

I don't think that Mitt Romney can legitimately say that he learned anything about how to create jobs in the LBO (leveraged buyout) business. The LBO business is about how to strip cash out of old, long-in-the-tooth companies and how to make short-term profits. All the jobs that he talks about came from Staples. That was a very early venture stage deal. That, you know they got out of long before it got to its current size.

Throughout our history, Microsoft has won by making big, bold bets. I believe that now is not the time to scale back the scope of our ambition or the scale of our investment. While our opportunities are greater than ever, we also face new competitors, faster-moving markets and new customer demands.

I have started many companies now worth more than $100 million. So I know a little about business.

The person who I admire most in business is Warren Buffett. He is a long-term investor and has brilliant ideas, and he sticks to them.

If you want to invest in us, we believe customer number one, employee number two, shareholder number three. If they don't want to buy that, that's fine. If they regret, they can sell us.

We are monitoring the global companies on a daily basis, and their rating continues to be investment grade. We will take immediate action if anything goes wrong.

Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.

We think the ownership culture is very important, so we like to invest in businesses whose leaders are also owners.

I have had no role whatsoever in relation to any investigation of Burisma, or any of its officers. I explicitly limited my role to focus on corporate governance best practices to facilitate Burisma's desire to expand globally.

I have definitely refocused Lowercase Capital on later-stage deals and my existing portfolio.

Mergers and acquisitions, we are always looking for that.

Yahoo would benefit from going private or becoming part of a larger corporation.

As CEO of Aetna, I was a buyer of portfolio companies rather than a participant in the value creation process. From the end of the assembly line, what happened in manufacturing wasn't visible to me.

Turner Broadcasting went from a very entrepreneurial, risk-taking company where I had a tremendous amount of freedom and autonomy to a corporate, bureaucratic nightmare.

I've been a mogul and executive since the beginning of my career. People are just born with that skill.

As a CEO, I had significant exposure to private equity, enough that I had in no way bought into the media's caricature: rapacious privateers who destroy companies.

I wake up every day, and the family fortune is on the line, and that's a good thing.

I have 20 restaurants. And if one doesn't work, it doesn't work.