Tom Perez Quotes

Focus on the long term, and always do what's right to grow the company and not make short-term decisions. And outlast everyone one.

Follow sound business trends, not fashion trends.

Once America's CEOs get back to the business of growing their companies rather than growing their share prices, shareholder value will take care of itself, and all Americans will share in the higher wages and other benefits of a renewed era of economic growth.

If your goal is anything but profitability - if it's to be big, or to grow fast, or to become a technology leader - you'll hit problems.

Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.

There is still too much pressure on short-termism in terms of the drivers of success.

Getting to profitability does not mean all our problems are solved.

One of my major objectives is to build a long-term enterprise, to build shareholder value over time.

The ultimate arbiters of the models of banking and the management of banking are the investors. It's the shareholders.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

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.

I'm going to continue doing my thing and work my butt off to add value for shareholders and as long as they and the board see fit to keep me in this role, I feel enormously privileged to serve.

Being a CEO still means sitting across the table from big institutional investors and showing your leadership and having them believe in you.

If you look at successful studios, they're the ones with stabilized management.

As a pro-business Democrat, I understand the obligations of publicly traded companies to maximize returns to shareholders.

I want to make sure our company is in good hands: that it will be good for the country, for the stockholders.

At the end of the day, you want to do what's best for your organization, present and future.

Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.

I can hope that the economy gets better, or I can seek a more proactive approach to protect our employees, reward our shareholders and better service artists and fans.

As the CEO, I have to take care of the short term, mid term and the long term.

Wall Street is always too biased toward short-term profitability and biased against long-term growth.

The business end of business has never interested me.

Our goal is not to produce immediate results. We've been tasked with producing long-term results. That means that there's more risk in any individual thing we take on. But we still aspire to a strong return on investment.

Learn as many mistakes and what not to do while your business or product is small. Don't be in such a hurry to grow your brand. Make sure that you and the market can sustain any bumps that may occur down the road.

You go to any MBA program, and you will be taught the theory of the firm, that the purpose of the firm is the maximization of return on invested capital. I always thought this was a kind of lunacy.