Apple Inc.’s departing chief financial officer Peter Oppenheimer presided over a sales boom that filled company coffers with a record cash pile. His successor, Luca Maestri, inherits a company stung by slowing growth and increasing scrutiny of how it handles that hoard.
By August 2008, the situation was getting desperate. The Detroit Three were burning through billions every month. GM and Chrysler were running out of time. Chrysler's new owner, Cerberus Capital Management, was a New York private-equity firm named for the three-headed hellhound in Greek mythology that guards the gates of the underworld. In its first -- and last -- foray into automaking, Cerberus was feeling the heat of a hell of its own creation. It was looking for an exit strategy.
The U.S. government should “sell every last share it owns” of General Motors Co. or else the company will be seen as a failure, former Chief Executive Officer Ed Whitacre said in a Wall Street Journal op-ed commentary.
General Motors Co. named Mary Barra to succeed Dan Akerson as chief executive officer, completing the GM insider’s rise from a factory-floor worker to the industry’s first female CEO after more than a century of global automaking.
On a Sunday afternoon in January, Russian billionaire Oleg Deripaska gets ready to leave his sprawling mansion in Zhukovka, a wealthy suburb of Moscow where his neighbors include President Dmitry Medvedev and Prime Minister Vladimir Putin . His children, Pyotr, 9, and Marusia, 7, burst in the door, greet their father and run happily down the long hallway. His wife, Polina, who is publisher of the Russian edition of the magazine Hello!, prepares to welcome guests for a party celebrating the Russian Orthodox New Year, Bloomberg Markets magazine reports in its April issue.
By David Welch April 29 (Bloomberg BusinessWeek) -- The 15 General Motors dealers who flew to Detroit last September for a dinner with GM management were not an easily rattled bunch. They had endured the worst auto sales slide in 25 years, as well as the bankruptcy of the iconic carmaker on which they had built their businesses. Only three months had passed since GM accepted a $50 billion federal bailout, announcing the retirement of four of its eight brands and the shutting down of 1,900 dealers—a third of its domestic retail network. These dealers were the survivors, some of the more prosperous people in their towns, and they wanted a little reassurance. CEO Fritz Henderson gathered the group in a private conference room at the Westin Detroit Metro Airport and tried to demonstrate that he had a plan, according to an executive in the room who asked not to be named because he was not authorized to describe the dinner. Henderson announced that GM was going on the
General Motors Co. is free from U.S. taxpayer ownership almost half a decade after first receiving government aid, underscoring the domestic auto industry’s rebound from the deepest downturn since the Great Depression.