Peter Briger Justifies the Reasons behind Selling Fortress Investment Group

The sale of Fortress Investment Group is a strategic plan that many individuals operating in the financial industry cannot be able to deduce. A significant number of people have not been satisfied with the fact that the organization has been able to transfer its ownership to other investors from a different country. However, Peter Briger, who is one of the leading executive leaders at the company highlights several points that prove or justify why the company needed to be transferred to a new owner.

One of the main strategies that Peter Briger highlights is that Fortress Investment Group was trading as a public company which was owned by a large number of shareholders. This is had led to a situation where the management of the organization did not have sufficient authority as other investors, especially those with a massive number of shares had entered, though legally, to the management board of the organization.

A considerable number of individuals at the management board meant that many people were involved in the decision-making process of the company. A large number of people involved in the decision-making process would have probably been an important aspect that would have helped the company to come up with some of the best decisions in the industry. However, the company was not able to come up with quality decisions due to the conflict of interest.

Peter Briger records that most of the leaders who joined the organization, especially after acquiring shares wanted to maximize their wealth and earn huge profits. That was not a problem because Fortress Investment Group is highly focused on ensuring that the company can be able to help its investors to maximize their wealth. The problem is that most of the leaders wanted to get profits at the expense of growing the company. SoftBank’s Big Fortress Takeover Is A Bet On Infrastructure, Senior Housing And Mortgages

Denying the company the necessary funds for growth could cause the entity to experience extreme competition from other organizations in the same industry. Moreover, the decision-making process had become slow and tedious as many people had to be consulted and convinced. Peter Briger notes that it was essential to buy back the company from shareholders to make its operations efficient. Clik here

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