The Ledger, every show

“I want to build a company that's called fifty billion dollars. I can do that. If there's an eight hundred billion dollar size, I can take six percent of that through acquisition and through organic growth. I can get to fifty billion dollars.”

“Ray predicts a singularity whereby technology becomes more intelligent, more capable than humans, and we merge with technology, that we use so much technology in our own bodies, with wearables, and nanobots, and so forth, that, and AI, and outsourcing our memo…”

“I actually banned our chief customer officer from operating reviews for a year because he couldn't abide by the rules. He violated the rule of talking while someone else was talking.”

“I deposited it with Banque Paribas, now it's BNP Paribas, back then it was Paribas, and they gave me a billion dollar line of credit, and I swung for the fences. I used sometimes up to nine hundred and ninety million dollars of that line of credit, doing count…”

“That's the main criteria I look at when I look at a company, is purchase price, and secondly, Can we double the profit in three to five years? And most of my main acquisitions, I've done that.”

“He could be president of the United States someday.”

“There are this eight hundred billion dollars of distributors in Western Europe and in North America, which is where I want to plant my flag. I want to build a company that's called fifty billion dollars. I can do that. If there's an eight hundred billion dolla…”

“So in my companies, we've been fortunate that we've been able to give back 32 times their money in one, and another company is over 150 times. So really, Really large, large, large returns, like over the top, unusually high returns. That wasn't by luck. That w…”

“I took all the rest of my money. I deposited it with Banque Paribas, and now it's BNP Paribas, back then it was Paribas, and they gave me a billion dollar line of credit, and I swung for the fences. I used sometimes up to nine hundred and ninety million dollar…”

“There are, there's eight hundred billion dollars of distributors in Western Europe and in North America, which is where I want to plant my flag. I want to build a company that's called fifty billion dollars. I can do that. If there's an eight hundred billion d…”

“I've had people make tens of millions of dollars. See the senior executives. I've had one person make over a hundred million dollars.”

“We bought it for about Three billion dollars. Roughly half of it was equities. It really bought it for a billion and a half dollars plus, plus some leverage. Today it's worth something like fifteen billion dollars, and that's after having taken out Many, like,…”

“We bought it for about Three billion dollars. Roughly half of it was equities. It really bought it for a billion and a half dollars plus, plus some leverage. Today it's worth something like fifteen billion dollars, and that's after having taken out many, like …”

“I've started five companies from scratch. I turned all of them into billion or multi-billion dollar enterprises. We did about 500 acquisitions along the way. We raised about thirty billion dollars or so of outside capital”

“We have people who are truck drivers. We have people who are warehouse workers. We have people who are mid-level managers who make one and a half, two times they would have made it to competition, but it's because they were performing. Their safety records, wh…”

“My teams that I've led have done about 500 acquisitions. I've been involved in those acquisitions.”

“So, in my companies, we've been fortunate that we've been able to give back 32 times their money in one, and another company is over a 150 times.”

“Sometimes we've done some acquisitions, like in 2015, we did two big acquisitions and then we digested them. And we integrated and optimized and doubled and tripled the profit without doing any acquisitions. During that period of time, we didn't need to raise …”

“I've had people on the senior level make, many, many people make, become millionaires, multi-millionaires. I've had people become tens of millionaires. I had one person who made over a hundred million dollars.”

“I've been doing public since 1992, and I'm non-stop. And I'm, I like it. I don't, I enjoy it. It's, I find it very helpful, very constructive. I like the pressure.”

“United Rentals and XPO were both top 10 stock performers in the last decade.”

“So I have a chief of staff. He used to work in the Oval Office and manage the most important person in the world's calendars.”

“My teams that I've led have done about 500 acquisitions. I've been involved in those acquisitions. So I get into the details of what are we buying? And to buy those 500 companies, we looked at thousands and thousands of other companies that we didn't buy”

“When I bought Conway, we levered up to about four times, a little more than four times, but we very quickly sold off, I mentioned that truckload division, for five hundred fifty million dollars, boom, we paid down a whole bunch of debt right from that.”

“I've had people on the senior level make, many, many people make, become millionaires, multi-millionaires. I've had people become tens of millionaires. I had one person who made over a hundred million dollars.”

“United Rentals, we started on Labor Day weekend, like my kitchen table down the street in 1997, and by the second week in December, we were publicly traded on the New York Stock Exchange, and Dan Tully, who was the chairman and CEO of Merrill Lynch at the time…”

“So you look at XPO for my initial investors was a 32 bagger. It was the seventh best performing stock of the Fortune 500 of the last decade.”

“United Rentals was pre-IPO when I started it was three dollars and 50 cents a share. And last I checked, it was 575 dollars a share. So it's been much more than a hundred bagger. And it was the sixth best performing stock of the Fortune 500 of the last decade.”

“United Waste Systems outperformed the S&P 500 by 5.6 X. You would have made 5.6 times more money buying United Waste than you would have bought buying the S&P. We had a 55% CAGR on the profit and not coincidentally a approximately 55% CAGR on the stock price.”

“It's eight hundred billion dollars in size between the geographies I'm going to focus in on, which are North America and Western Europe. I'm talking about building products distribution.”