Recently somebody said, "Hey, you lost weight," and I said, "Yeah, thirty-five pounds and three and a half billion dollars." So I'm quite a bit lighter and more flexible than I was.

The curse of the cable industry over all these years as an operating reality is that every year the debt goes up (and) all the money generated gets reinvested, and then some.

Recently somebody said, "Hey, you lost weight," and I said, "Yeah, thirty-five pounds and three and a half billion dollars." So I'm quite a bit lighter and more flexible than I was.

I think private ownership is generally superior to public because you care about the land more and it doesnt get trashed.

Synergies are something that the CEO basically has to force to happen, because organizations are, generally, like bodies in motion that tend to stay in motion. It's very hard to get big organizations to change. And it takes really a very powerful mandate to force things to happen.

You just have to be opportunistic, and try to figure out what creates value.. where the bottom is, what creates incremental value, and in what combinations.

There's an old saying that the government is your partner from birth, but they don't get to come to all the meetings.