Charles Prince
Charles Prince
Charles Owen "Chuck" Prince IIIis an American former chairman and chief executive of Citigroup. He succeeded Sandy Weill as the chief executive of the firm in 2003, and as the Chairman of the Board in 2006. On November 4, 2007 he retired from both his chairman and chief executive duties due to unexpectedly poor 3rd quarter performance, mainly due to CDO and MBS related losses, while still receiving a $38m pay package...
ProfessionEntrepreneur
Date of Birth13 January 1950
company daily doubt extra rise true
In this new world in which we all live, as we go about our daily lives, we need to be extra vigilant, ... That's true for the company and true for each of us as individuals. I have no doubt we'll rise to the occasion.
answer asking public
If you are asking me if these public perceptions had never come up, would we still have made the change, I don't know the answer to that.
changing culture hard improving people product terms work
This is the product of a lot of hard work by a lot of people over a year, in terms of changing and improving and strengthening the culture of the place.
ambitious best business caliber carefully company decisions dedication experience future given growth lead leaders leverage management needs pace plans proud respond reviewing strategic strong structure support talent team within
We have ambitious plans for the future and significant growth opportunities for our company, and we have been carefully reviewing how we can best leverage the talent and experience within our management team in support of our goals. This is a strong management structure and a strong management team to lead our company given the needs of our business and the accelerated pace at which we must make strategic decisions and respond to the needs of our customers. I am proud of the caliber of our next-generation of leaders and their dedication to our future.
america expect growth north revenue softer
We've had softer revenue growth in North America than we want, ... I expect we're going to do a better job.
america growth north revenue softer
We've had softer revenue growth in North America than we want. This is something that I think we can do better.
firing terrific
We had terrific results, yet we're not firing on all cylinders.
consumer credit customer firing good growth hoped lower revenue saw terrific
We had terrific results, yet we're not firing on all cylinders. The one we're not firing on is our consumer business, which we saw good customer interaction and lower credit costs, but we also saw revenue growth was not where we hoped it would be.
business consumer grow opportunity
We have the opportunity to grow the consumer business dramatically.
banking benefits businesses consumer corporate generate globally helped investment offset record results seeing strength weaker
We are seeing the benefits from our investment spending, which helped generate record revenues in our international businesses and record revenues globally in our corporate and investment banking business. Strength in these franchises more than offset weaker results in our U.S. consumer business.
bullish growth prospects
We are very bullish on our growth prospects in India,
type
We're not going to do big, complicated deals. We are going to do string-the-pearls, extend-the-franchise type of deals.
mix shift strongly
We are going to shift the mix strongly to international.
bunch key miss naturally sacrifice tension
There is naturally a tension between short-term and long-term, ... The key is, you can never sacrifice your long-term growth, your long-term reputation, to the short-term. You miss a quarter, you miss a quarter. You miss a bunch of quarters, that's a different matter.