Dan Gertler Quotes

If the government would like to hire my services to maximize value for their stake, they should approach me. No problem.

Our entire team is focused on managing this company for value - fixing or eliminating those operations that lessen value and expanding or adding those that enhance value.

When you are in the infrastructure sector, you've to work along with the government.

We need to make sure that the things we are already working on turn out to do the things we believe they can do and creating value both for the world and ultimately for Google.

I think we should be looking at the defense and seeing where we can actually be more efficient because I think that, you know, sometimes during the contracting process, we lose some efficiencies in that regard.

We hope that there will be better policy-making and hope to see projects implemented. We have lots of information that can be used for the implementation of projects.

One of the great responsibilities that I have is to manage my assets wisely, so that they create value.

Creating value isn't enough - you also need to capture some of the value you create.

And the reason for focusing on that time frame is that it's going to take us a considerable period of time to develop the new capabilities, processes and organizations that will be needed.

There are limits to what reorganization and reform can do.

A boss is all about good business, so start with everything that you can control and you can turn up that costs you nothing, then lay all the knobs out, look at all the controls, all the remotes, and just turn them all up. It don't cost you nothing.

Customers are now driven by trying to optimize value.

A big part of my job is to accelerate our ability to bring innovative products to our customers more quickly.

We have to address impediments that stall implementation of projects and streamline the process to ensure smooth execution going forward. We need to address the leverage levels among corporates to restart investment cycle.

The purpose of business is to make a reasonable return by making products and services that people want and value. If you are not, you are wasting resources.

Engineering is the art of managing scarcity - it's easy to design and build a massive bridge that will last forever if cost is not an issue. Similarly, to build a new company, you must manage scarce resources.

What we are doing is increasing our focus on cash flow, return on investment, and value creation.

While looking ahead, we know challenges remain, but we are encouraged by the strategies we have in place to improve our operational efficiencies and performance.

You don't try to have the very lowest cost of an asset. You try to have the right asset. So rather than thinking about the lowest cost, the question is how do you get the best productivity.

I think that we're trying to look at all of our assets and figure out what's the best use and where we need to make investments in infrastructure to enable the projects that we want.

Companies come to us because they think we can quickly turn around things in 3 or 5 months and that's really our sweet spot. When you're a large company, you need projects that are several hundred million worth.

Weighing benefits against costs is the way most people make decisions - and the way most businesses make decisions, if they want to stay in business. Only in government is any benefit, however small, considered to be worth any cost, however large.

You're a smart person. You're going to figure out where you can be more effective and more efficient with your own resources, and that's going to put more of an investment and emphasis on your future.

If you spend £200million, £300m every year, obviously, even if you make mistakes, you have a good team, but without spending so much money, you can still improve and do well.

My brain is here for the picking, and a lot of people are calling me to see what I think about their business, and I'm brutally honest with them.