Bill Ackman

But it should also be a place where students don't feel threatened going to class, where their learning is not interrupted. when final exams are not interrupted by people coming in with loud protest. Students asked me when I went up there, what would you do if you were Harvard president? I said, and this was before I knew what was happening on the Dartmouth campus.

I said, I convene everyone together. This is Harvard. We have access to the best minds in the world. Let's have a better understanding of the history. Let's understand the backdrop. Let's focus on solutions. Let's bring Arab and Jewish and Israeli students together. Let's form groups to create communication. That's how you solve this kind of problem. And none of that stuff has been done.

I said, I convene everyone together. This is Harvard. We have access to the best minds in the world. Let's have a better understanding of the history. Let's understand the backdrop. Let's focus on solutions. Let's bring Arab and Jewish and Israeli students together. Let's form groups to create communication. That's how you solve this kind of problem. And none of that stuff has been done.

I said, I convene everyone together. This is Harvard. We have access to the best minds in the world. Let's have a better understanding of the history. Let's understand the backdrop. Let's focus on solutions. Let's bring Arab and Jewish and Israeli students together. Let's form groups to create communication. That's how you solve this kind of problem. And none of that stuff has been done.

It's not that hard.

It's not that hard.

It's not that hard.

Yes. So on governance, the governance structure is a disaster. So the way it works today is Harvard has two principal boards. There's the board of the corporation, the so-called fellows of Harvard. It's a board of, I think, 12 independent directors and the president. There's no shareholder vote. There's no proxy system.

Yes. So on governance, the governance structure is a disaster. So the way it works today is Harvard has two principal boards. There's the board of the corporation, the so-called fellows of Harvard. It's a board of, I think, 12 independent directors and the president. There's no shareholder vote. There's no proxy system.

Yes. So on governance, the governance structure is a disaster. So the way it works today is Harvard has two principal boards. There's the board of the corporation, the so-called fellows of Harvard. It's a board of, I think, 12 independent directors and the president. There's no shareholder vote. There's no proxy system.

It's really a self-perpetuating board that effectively elects its own members. Once the balance tips politically one way or another, it can be kept that way forever. There's no rebalancing system. If a US corporation goes off the rails, so to speak, The shareholders can get together and vote off the directors. There's no ability to vote off the directors.

It's really a self-perpetuating board that effectively elects its own members. Once the balance tips politically one way or another, it can be kept that way forever. There's no rebalancing system. If a US corporation goes off the rails, so to speak, The shareholders can get together and vote off the directors. There's no ability to vote off the directors.

It's really a self-perpetuating board that effectively elects its own members. Once the balance tips politically one way or another, it can be kept that way forever. There's no rebalancing system. If a US corporation goes off the rails, so to speak, The shareholders can get together and vote off the directors. There's no ability to vote off the directors.

Then there's the board of overseers, which is I think 32 directors. And there a few years ago, if you could put together 600 signatures, you could run for that board and put up a bunch of candidates and about five or six get elected each year. And a group did exactly that. And it was an oil and gas kind of disinvestment group. They got the signatures. A couple of them got elected.

Then there's the board of overseers, which is I think 32 directors. And there a few years ago, if you could put together 600 signatures, you could run for that board and put up a bunch of candidates and about five or six get elected each year. And a group did exactly that. And it was an oil and gas kind of disinvestment group. They got the signatures. A couple of them got elected.

Then there's the board of overseers, which is I think 32 directors. And there a few years ago, if you could put together 600 signatures, you could run for that board and put up a bunch of candidates and about five or six get elected each year. And a group did exactly that. And it was an oil and gas kind of disinvestment group. They got the signatures. A couple of them got elected.

And Harvard then changed the rules. And they said, now we need 3,200 signatures. And, uh, and by the way, if, if there are these dissident directors on the board, we're only going to allow, we're going to cap them at five. So if three were elected in the oil and gas thing, now there are only two seats available.

And Harvard then changed the rules. And they said, now we need 3,200 signatures. And, uh, and by the way, if, if there are these dissident directors on the board, we're only going to allow, we're going to cap them at five. So if three were elected in the oil and gas thing, now there are only two seats available.

And Harvard then changed the rules. And they said, now we need 3,200 signatures. And, uh, and by the way, if, if there are these dissident directors on the board, we're only going to allow, we're going to cap them at five. So if three were elected in the oil and gas thing, now there are only two seats available.

And then a group of former students, kind of younger alums, one of whom I knew approached me and said, look, Bill, we should, we should run for the board. And they decided this pretty late, uh, only a few weeks before the signatures were due and love your support. You know, I took a look at their platform. I thought it looked great. I said, look, happy to support.