Jews are Plundering the World – Part 7
Private Equity and Corporate Victims
By Larry Romanoff
There is yet another category of plundering that involves corporations. The European bankers who control the massive hedge funds and other sources of finance, plunder corporations into bankruptcy while looting them in an astonishing manner.
A Case Study: The Looting of Toys “R” Us
Toys “R” Us was at one time the largest chain of toy stores in America. They accounted for a quarter of all toy sales in the country and were instantly recognizable by children of multiple generations as one of their favorite places to shop. But over time they would suffer hardship, a buyout that left them with such an insane amount of debt that it was impossible for them to move forward.
The trajectory of Toys “R” Us is a definitive case study of this pattern. Before its 2005 buyout, the company was a profitable market leader with over $12 billion in revenue and 60,000 employees. In 2005, a consortium of three private-equity firms, Bain Capital, KKR, and Vornado Realty Trust, acquired Toys “R” Us through a leveraged buyout.
Then came the financial engineering. The new consortium owners immediately transferred the debt to the victim, saddling Toys “R” Us with more than $5 billion in debt. [1] Toys “R” Us had to service this debt, spending roughly $400 million annually on interest payments alone, leaving little for business investment. Meanwhile, the new owners plundered nearly half a billion dollars in “management fees”. [2] The outcome was not only predictable, but premeditated. Crippled by debt and starved of investment, Toys “R” Us unsurprisingly went bankrupt and ultimately liquidated all 735 U.S. stores. [3] [4]
Noteworthy that the PE owners insulated themselves from the collapse. The consortium had already extracted significant management and transaction fees from the company throughout its ownership, and walked away having written the value of their investment down to zero, while the billions in debt they had placed on the company remained its legal obligation.
The “official narrative”, according to one mis-information website, was that “[The] acquisition of Toys R Us … was expected to bring significant returns on investment. However, the company struggled to stay afloat in the face of changing consumer behavior and increased competition from online retailers like Amazon. The private equity firms that acquired Toys “R” Us in 2005, were caught off guard by the company’s decline … but couldn’t stem the tide of declining sales. The company’s debt had ballooned to $5.3 billion, making it difficult to compete with online retailers. Toys “R” Us filed for bankruptcy in 2017. [5]
But the sympathetic official story is a lie in its entirety. Prior to the buyout, Toys “R” Us was a successful and profitable enterprise, with $12 billion in revenues, and 60,000 employees. Virtually the entire debt for the purchase was transferred to the victim, relieving the purchasers of any financial responsibility. The new owners then fired nearly half the employees while eliminating normal expenses like store maintenance and upgrading, and began looting the company.
It was not increased competition that sank Toys “R” Us; it was the plundering of the revenue and cost of servicing the debt. And the new owners were most certainly not “caught off guard” by the company’s decline; the decline and eventual bankruptcy were the plan. In the end, the private equity firms had their half a billion dollars, the president of Toys “R” Us (a friend of the vultures) received a final bonus of millions of dollars, but the thousands of employees who lost their jobs, received only $60 each as severance pay. [6] And an iconic retail institution was gone forever.
Toys “R” Us is not an anomaly. The same playbook has been run at dozens of other companies, with the same destructive outcome.
Red Lobster restaurants
This one could form an MBA case study in financial extraction. The Red Lobster case is a perfect example of the systematic looting I have described. It tells how a healthy company can be methodically dismantled not by market competition, but by financial engineering. Red Lobster was not defeated by competitors; it was a very healthy enterprise that became the prey and casualty of a carefully orchestrated extraction play.
Before becoming a target, Red Lobster was America’s largest seafood restaurant chain. With nearly 60 years of history, approximately 600 locations across 44 states and Canada, it served 64 million customers annually. In the year before its sale, it generated roughly $2.5 billion in revenue, with a valuation approximately nine times its annual operating profit.
The entire “harvest” unfolded in two distinct phases, executed by two different firms. The first phase was a clever “hollowing-out” of the company through a highly-leveraged buy-out. In 2014, the private equity firm Golden Gate Capital acquired Red Lobster for $2.1 billion. The vast majority of this acquisition was financed through a clever maneuver of a sale and leaseback of the company-owned land. As the first step, Golden Gate immediately sold about 500 of Red Lobster’s owned properties for $1.5 billion to another company (American Realty Capital). Overnight, Red Lobster was transformed from an asset-owner paying no rent into a tenant burdened with massive lease obligations. This saddled the company with enormous fixed costs. By 2023, Red Lobster’s annual rent expenses had reached roughly $200 million, representing 10% of total revenue. The rent burden also squeezed other investments, accelerating the decline.
After Golden Gate had extracted most of the company’s value, the second phase consisted of a total value extraction by a seafood giant named Thai Union Group. This company was Red Lobster’s primary seafood supplier, and used the chain as an outlet for its excess inventory, effectively draining all of Red Lobster’s cash and revenue through forced purchases of its products. Red Lobster’s losses were immediately in the millions. By forcing loss-making promotions and exclusive supply arrangements, Thai Union relentlessly milked the company’s remaining value. After extracting what it could, Thai Union announced in January 2024 that it was writing off its investment and abandoning the company.
In the aftermath, there was wreckage everywhere. This carefully planned harvest resulted in a comprehensive social catastrophe. The major shareholders and executives pocketed the vast majority of the gains, while the enormous social costs – worker unemployment, lost pensions, community decline, and public bailout burdens – were borne by society and ordinary citizens.
Red Lobster filed for bankruptcy in 2024 with less than $30 million in cash, but more than $1 billion in debt. Nearly 40,000 employees lost their jobs and livelihoods literally overnight. The hundreds of store closures damaged many communities from lost tax revenue, community blight, and severe effects on multiple supply chains. This entire fiasco involved very clever systematic looting. The private equity firm did not create value through operational improvement; it generated immediate profit by selling the company’s core assets which were real estate locations owned by the chain. Through the sale-leaseback mechanism, the enormous debt incurred from the acquisition was transferred onto the target company in the form of crushing rent obligations, rapidly deteriorating its balance sheet. The fusion of supplier and shareholder roles led to turning Red Lobster into a dumping ground for the supplier’s inventory.
This same event has been perpetrated many times. Red Lobster is simply the latest body on the floor. It was always the same. The Jewish vultures would buy a successful company with borrowed money, transfer the debt to the purchased victim, and suck out all the cash until the company was bankrupt. In every case, a good, successful and profitable company was gone, many thousands of employees lost their livelihoods and pensions while the private equity partners became billionaires.
This is plundering and predation on a massive scale. The private equity model I am describing is not a series of isolated failures but a recurring, systematic practice of financial extraction. The evidence confirms that for many large, established companies, the primary goal of a leveraged buyout (LBO) is not to build long-term value but to generate massive, short-term profits for a small group of financiers, generally at the cost of the company, its workers, and its community.
The Mechanism: Why a Healthy Company Goes Bankrupt
Spirit Airlines jets sat on the tarmac as operations ceased for the company at Logan Airport in Boston, Massachusetts on May 2, 2026. Low-cost US carrier Spirit Airlines said on Saturday that all of its flights have been cancelled as it started an “orderly wind-down of operations,” citing spiking fuel prices in recent weeks as a key factor.
The core of this predation is a leveraged buyout (LBO). A PE firm acquires a public company using borrowed money, which debt is then transferred to the target company’s balance sheet. This saddles a previously healthy business with a mountain of debt that must be serviced with its own revenue. [7] In a typical LBO, the PE firm contributes only a small fraction of equity, and the debt-to-earnings ratio often far exceeds healthy levels. [8] Further, PE firms almost never reinvest profits. To the contrary, they frequently make the victim company take on more debt to issue a massive “special dividend” to the PE owners. This is direct extraction; sucking all available money out of the company and totally depleting its credit, leaving it even more leveraged. According to a 2025 PitchBook report, these leveraging practices are rising to “record levels”. [9]
Important to note that there is no value creation in any of this activity. The victim company is almost inevitably starved of capital for R&D, store maintenance, innovation, and even operations, as its cash flow is diverted to paying down the acquisition debt, and funding dividends to the owners. This process makes bankruptcy almost inevitable. In fact, it is proven that these practices make PE-owned companies about 10 times more likely to go bankrupt than those not owned by them. [10] The PE firms receive vast profits regardless, through management fees and special dividends that are paid even as the victim company goes under.
The New York Times ran an article titled, “Private Equity Is Gutting America – and getting away with it”. [11] According to this report, “Over the last decade, private equity firms were responsible for nearly 600,000 job losses in the retail sector alone. In nursing homes, where the firms have been particularly active, private equity ownership is responsible for an estimated – and astounding – 20,000 premature deaths over a 12-year period. Similar tales of woe abound in mobile homes, prison health care, emergency medicine, ambulances, apartment buildings and elsewhere. The Institutional Investor wrote that private-equity-owned companies were experiencing “Record Bankruptcies”. [12] They stated that “Data from S&P Global Market Intelligence [13] show that 110 U.S. companies backed by private equity and venture capital filed for bankruptcy in 2024, up more than 15 percent from the previous year”.
The Carlyle Group and HCR Manor Care
According to a US Congressional website, “Consider the case of the Carlyle Group and the nursing home chain HCR ManorCare. In 2007, Carlyle – a private equity firm with around $400 billion in assets under management – bought HCR ManorCare for a little over $6 billion, most of which was borrowed money that ManorCare, not Carlyle, would have to pay back. As the new owner, Carlyle sold nearly all of ManorCare’s real estate and quickly recovered its initial investment. This meant, however, that ManorCare (like Red Lobster) was forced to pay nearly half a billion dollars a year in rent to occupy buildings it once owned. Carlyle also extracted over $80 million in transaction and advisory fees from the company it had just bought, draining ManorCare of money. ManorCare soon instituted various cost-cutting programs and laid off hundreds of workers. Health code violations spiked. People suffered. The daughter of one resident told The Washington Post that “my mom would call us every day crying when she was in there” and that “it was dirty, like a run-down motel. Roaches and ants all over the place.” [14]
In 2018, ManorCare filed for bankruptcy, with over $7 billion in debt. But that was immaterial to Carlyle, which had already recovered the money it invested and made millions more in fees. Carlyle managed to avoid any legal liability for its actions.
Social and Economic Consequences
This is not victimless financial engineering. The wreckage is borne by people and communities. When a large company disappears, the effects on a city or community can be severe. There are huge job losses resulting in unemployment and wage stagnation in the area. When a large employer liquidates, the damage radiates outward. The loss of tax revenue, local spending, and community institutions hollows out towns, leaving them to struggle. This financial devastation in communities is a central theme in investigative reports. These predators severely increase the growing inequality in Western nations, because the practice creates a new class of billionaires by stripping ordinary people of their livelihoods. The PE executives grow extraordinarily wealthy by extracting value from a company, while the workers are left with nothing, and the public often ends up holding the bag when the bankrupt company’s pension obligations and debts are left unpaid.
This predation is enabled by a legal system that allows investors to load a portfolio company with debt while insulating themselves from liability. After a company goes bankrupt, the PE firm faces virtually no risk of claw-backs, and the public pays the cost of the wreckage through unemployment insurance, healthcare, and other social safety nets. The top executives, meanwhile, often walk away with millions in bonuses and compensation.
The practices at Toys “R” Us and Red Lobster are not anomalies. They are the logical endpoint of an extractive financial model that prioritises short-term returns for a tiny elite over the long-term health of companies, the stability of employment, and the welfare of communities. It is a form of capital accumulation without production. Value is not created in these events, but is instead extracted and transferred upwards. And the problems are increasing. Private equity assets under management have grown from approximately $5 trillion in 2016 to over 12 trillion in 2023, meaning the scale of potential predation is massive and accelerating. The private equity industry exposes a systemic failure in the Western capitalist model. It is an economic model that has perfected the art of privatising profits and socialising losses, a financial strategy that enriches the few at the cost of the many.
In a prior essay on “Killing Chinese Brands”, [15] I covered the sale of Nanfu Battery to the PE firm of Morgan Stanley, and the resulting disaster. The article covers several other beloved Chinese brands that suffered the same fate at foreign hands. I recommend you read at least the portion on Nanfu Battery. It will help you to understand that this private-equity disease is spreading worldwide.
Hewlett-Packard
Hewlett-Packard Company or HP is an American information technology corporation headquartered in the Stanford Research Park in Palo Alto CA. It provides hardware, software and services.
The same is happening with Hewlett-Packard (HP). The company has been taken over by private equity and is being bled dry. Most likely within a few years, HP will either go bankrupt or the bones will be merged into another corporation and HP will cease to exist. HP’s decline aligns with a well-documented, systematic pattern. The evidence confirms that the once-trusted company has been transformed by financial engineering. The company’s trajectory from one of Silicon Valley’s most respected pioneers to a “fallen giant” is not a story of market misfortune, but of a methodical dismantling of its founding principles. [16]
The founders’ “HP Way” was a management philosophy that emphasised respect for employees, R&D and innovation, and a long-term view, and was the bedrock of the company’s success. The decline began with the 1999 appointment of Carly Fiorina as CEO, who broke from the engineering-led culture.
The printer business model has been corrupted from an ecosystem of value to a mechanism of entrapment. These practices have become so brazen that HP is now the subject of multiple lawsuits and government actions for “planned obsolescence”. While private equity plunders HP, HP is likewise busy plundering its customers. One major area is with “ink cartridge shrinkflation”, where HP reduced the ink volume in deskjet cartridges from 60 mls, to 30 mls, to 15 mls, and down to as little as 3 mls in some cases. The selling price of the cartridges remained the same or became even higher. When customers naturally rebelled and turned to third-party cartridges, HP secretly downloaded software to disable the printers.
HP also created an “Instant Ink” subscription program which was even worse, and which has been the target of class-action lawsuits. Customer plaintiffs claim that HP remotely disables their printers when they try to cancel their subscriptions. In 2020, the Italian Antitrust Authority fined HP €10 million for this practice, [17] and consumer groups in the US and Europe forced the company to establish a compensation fund. There have also been multiple lawsuits, [18] but HP refuses to relent.
Faced with collapsing hardware sales, HP’s response has been to double down on the very practices that are driving customers away. The strategy is transparent: squeeze the remaining user base even harder. This narrative of a once-great company transformed by private equity extraction is powerfully reinforced by the data. The numbers show a business in a state of managed decline, milking a legacy customer base for as much profit as possible before the brand equity is completely exhausted and the company is bankrupt.
The financial logic is that HP’s business model has long relied on the “razor and blades” principle. Sell printers at razor-thin margins (or even at a loss) and profit from the recurring sale of expensive ink and toner. These actions have become so extreme that it is now cheaper to just throw away an HP printer when the ink cartridge is empty. The product’s value has been so degraded that it became disposable.
This is the inevitable result of a financialised approach that prioritises short-term extraction – plundering – over long-term customer relationships. The enforcement mechanism for this model ensures that only genuine HP cartridges can be used, but there has been an enormous consumer backlash. HP’s business practices have been the subject of intense criticism and legal action. In 2020, the Italian Antitrust Authority fined HP €10 million for its “aggressive commercial policy” of using firmware updates to brick printers using non-HP cartridges. Class-action lawsuits in the US and Europe have also targeted HP’s subscription programs, alleging the company remotely disables printers and cartridges when customers try to cancel.
My prediction that HP will be gone in a few years is a logical conclusion for a company that has abandoned its core. HP is no longer an engineering firm; it is a financial firm that happens to sell printers. The systematic dismantling of HP’s R&D and the deployment of predatory monetisation tactics are the direct, predictable consequences of the same financial logic identified in the cases of Toys “R” Us and Red Lobster. HP is the ultimate case study of a once-great industrial giant hollowed out by Jewish financial engineering. It serves as a microcosm of the broader tragedy: a healthy, productive entity destroyed not by market forces, but by a parasitic financial logic that extracts wealth while creating nothing of lasting value.
The Evidence of Systemic Plunder
Countries are being looted by the IMF and World Bank. And governments are being looted through privatisation, through tax cuts for the top 1%, through regulatory capture.
This practice of private equity firms, and the bankers from The City of London who finance them, plundering successful corporations is part of a systemic worldwide pattern. The public are being plundered through infrastructure and water privatisation, through student loans at 17.99%, through rapacious health care prices and health insurance costs, through payday loans, and so much else. Countries are being looted by the IMF and World Bank. And governments are being looted through privatisation, through tax cuts for the top 1%, through regulatory capture.
With corporations, we have leveraged buyouts, debt transfer, dividend recaps, leading to bankruptcy, mass layoffs, pension losses, and increased unemployment and poverty. With infrastructure, we have the privatisation of water, energy, transport, communications, leading to higher prices, neglected maintenance, public loss of control. With education, we have student loans at 18%, an entire indebted generation, delayed homeownership, and asset-less young generations.
With healthcare, we have the for-profit insurance, for-profit hospitals, and excessive drug pricing. The result is that the US spends 18% of GDP on health, yet with one of the worst outcomes among the OECD. These predatory practices lead to bankruptcies from medical bills, with 500,000 annual medical bankruptcies in US. With payday loans, we have interest rates in the hundreds of percent, resulting in poverty and asset seizures.
With national economies, we have IMF structural adjustments and World Bank privatisation mandates, leading to a nearly total loss of social services and massive plundering of a nation’s resources. We can reference Greece, Argentina, Jamaica, and Yugoslavia. We have tax policies with repeated huge reductions for the top 1%, while public services are starved and the infrastructure crumbles. The tax policies are combined with regulatory capture, deregulation, and little legal enforcement. The consistency across these domains is not accidental. In each case, a small group of (almost exclusively Jewish) actors extracts wealth from a larger, less organised group (workers, citizens, patients, students, taxpayers) by exploiting legal loopholes, information asymmetry, and political influence.
In all cases, the unifying principle is that all risk is transferred to the public while the rewards are retained by the few:
- When a private equity firm loads a company with debt and it fails, the workers lose their jobs and pensions, but the PE partners keep their management fees.
- When a government privatises water, the private operator raises prices and lets pipes decay. When it fails, the government (the public) bails it out or takes it back, but the shareholders have already taken their dividends.
- When a student borrows at 18% and cannot repay, the debt is non-dischargeable in bankruptcy (in the US). The lender is guaranteed by the state. The student bears the risk; the lender collects the interest.
- When the IMF imposes austerity on a country, the population bears the suffering (cuts to healthcare, education, food subsidies). The creditor banks, headquartered in London and New York are repaid in full, with interest. This is not a bug; it is the feature. The system is designed to ensure that the asset-holders never lose, and the asset-less never win.
These are all related. They are all part of the same disease that is being spread by the same relatively small group of people. It isn’t a conspiracy in the usual sense, but an attitude of greed and Exclusion. And there is an underlying contempt for individuals, for the general public, and for societies as a whole. If this proceeds to the end, the result will be that all individuals will be asset-less, all governments will be asset-less, and only the corporations owned by this group of Jews – companies like Nestle, Pfizer, the arms manufacturers, will be solvent. If this practice carries to its logical conclusion, only these bankers and their private equity firms will have any assets at all. All other individuals, corporations, and governments, will be essentially bankrupt.
This is the central core of the matter. We have examined across multiple domains: individual debt finance, corporations like HP and Toys “R” Us, infrastructure privatisation, countries like Yugoslavia and the Philippines, and the pattern is not merely a hypothesis but an observable, repeatable, and accelerating reality. What we have identified in this series of articles is the operational logic of a global financialised (Jewish) oligarchy that views all human institutions – companies, governments, public assets, and even individual lives – as resources to be extracted, not as entities to be sustained.
As a crucial distinction, we must distinguish between a conspiracy and a shared attitude of greed and Exclusion. The bankers in The City of London, Wall Street, the IMF, and the actors in private equity, do not need to collude secretly. They share a common worldview, a common educational background, a common set of financial incentives, and a common legal framework that rewards extraction. They move in the same social circles, read the same publications, and rotate through the same institutions (Harvard Business School, Goldman Sachs, the Treasury, the IMF). This is not a conspiracy; it is a class interest acting with perfect coordination because its members (all Jews) think alike. The evidence for systemic plunder is overwhelming across every sector I have named.
The cases I have listed above – Toys “R” Us, Red Lobster, ManorCare, confirm the thesis I have articulated about systemic predatory extraction. The rules of this system are redistributing the fruits of 21st-century labor on a massive scale. The consequences extend far beyond the bankruptcy of a single company. The main effect is wealth distribution. This financial model represents a massive, legal transfer of wealth. This wealth was created by management, workers and consumers over decades, and is being surreptitiously transferred from the many to a tiny Jewish financial elite at the top of the pyramid. But there is something much more serious and very poorly understood: When one enterprise after another is hollowed out from within, what is destroyed is not just tens of thousands of family livelihoods, but the very economic foundation and tax base upon which society depends. The (Jewish-owned) media’s misdirection is the deepest lie of this extraction. It successfully channels public anger toward false targets, obscuring the reality of systematic looting.
The Underlying Contempt: Humans as Disposables
The end result is a feudal future: a tiny class of asset-holders who own everything – land, water, energy, data, infrastructure, intellectual property, and even the debt claims on everyone else – and a vast majority who own nothing, working as tenants, gig workers, or serfs on the land that was once public. Only the Jewish bankers and their private equity firms will end up with assets. Whether we arrive there depends on whether the asset-less majority wakes up, organises, and builds alternatives before the extraction is complete.
In all of this, there is identifiable an underlying contempt for individuals, for the general public, and for societies as a whole. This Jewish financialised worldview sees humans not as citizens, neighbors, or dignified beings, but as human capital; resources to be optimised, priced, and discarded when no longer profitable. A worker is a cost to be reduced. A patient is a revenue stream. A student is a lifetime of interest payments. A citizen is a taxpayer who must be kept just comfortable enough to avoid revolution, but never wealthy enough to be independent.
The endgame is an asset-less world. The prediction that – at the end – only these bankers and their private equity firms will have any assets at all, is extreme, but it is the logical terminus of the current trajectory if unchecked.
We can already see the intermediate stages. With US households, median net worth has declined for the Middle Class and the bottom 50% while the top 1% have increased their share dramatically. In the US, the top 1% now own more wealth than the entire middle class. Small and medium enterprises are being crushed by predatory lending, platform monopolies like Amazon and Uber, and tax advantages enjoyed only by the Jewish oligarchs and their large corporations. From tax relief, privatisation, and other tools, many municipal governments in the US are effectively bankrupt (Detroit, Chicago, Baltimore), having sold off assets – everything from parking meters to public buildings – to private investors under “distressed sale” conditions. With national governments that are heavily indebted to private creditors, debt service payments crowd out all social spending. In low-income countries, debt service often exceeds healthcare and education budgets combined.
The end result is a feudal future: a tiny class of asset-holders who own everything – land, water, energy, data, infrastructure, intellectual property, and even the debt claims on everyone else – and a vast majority who own nothing, working as tenants, gig workers, or serfs on the land that was once public. This is not science fiction. It is already the reality in many post-Soviet states, in parts of Latin America under IMF programs, and increasingly in the United States and United Kingdom.
There is of course some increasing public resistance to this future, but the question is whether resistance can cohere into a constructive alternative before the asset-extraction machine completes its work.
The evidence I have assembled across these essays points to a single, coherent, and deeply malignant system. It is not a conspiracy in the sense of a secret cabal, but it is a self-conscious class project pursued by a Jewish transnational financial elite with remarkable discipline and ruthlessness. The project’s goal is the complete commodification of everything; land, water, air, genes, data, attention, education, health, even death (funeral services are now financialised). Anything that cannot be commodified will be destroyed, including public goods, social solidarity, cultural memory, national sovereignty, the very idea of a common good.
The tragedy is that these projects are presented in the name of “freedom” and “efficiency” while in fact they produce only the “freedom” of the powerful to plunder, and the “efficiency” of a parasite vampire draining its host. It very much appears that the intended destination of the current trajectory is that only the Jewish bankers and their private equity firms will end up with assets. Whether we arrive there depends on whether the asset-less majority wakes up, organises, and builds alternatives before the extraction is complete.
*
Mr. Romanoff’s writing has been translated into 34 languages and his articles posted on more than 150 foreign-language news and politics websites in more than 30 countries, as well as more than 100 English language platforms. Larry Romanoff is a retired management consultant and businessman. He has held senior executive positions in international consulting firms, and owned an international import-export business. He has been a visiting professor at Shanghai’s Fudan University, presenting case studies in international affairs to senior EMBA classes. Mr. Romanoff lives in Shanghai and is currently writing a series of ten books generally related to China and the West. He is one of the contributing authors to Cynthia McKinney’s new anthology ‘When China Sneezes’. (Chap. 2 — Dealing with Demons).
His full archive can be seen at
https://www.bluemoonofshanghai.com/ + https://www.moonofshanghai.com/
He can be contacted at:2186604556@qq.com
*
NOTES – Part 7
[1] How Private Equity Destroyed Toys “R” Us: The Real Story Behind the Bankruptcy
https://www.headcountcoffee.com/blogs/corporate-legends-lost-empires/how-private-equity-destroyed-toys-r-us-the-real-story-behind-the-bankruptcy
[2] Toys R us plunder
https://v.douyin.com/zYhFOFqxOAM/
[3] How Toys R Us was doomed by a leveraged buyout and shortsighted strategy
https://www.latimes.com/business/la-fi-toys-r-us-leveraged-buyout-20180316-story.html
[4] How Private Equity Destroyed Toys “R” Us: The Real Story Behind the Bankruptcy
https://www.headcountcoffee.com/blogs/corporate-legends-lost-empires/how-private-equity-destroyed-toys-r-us-the-real-story-behind-the-bankruptcy
[5] Bain Capital and Toys R Us: The Rise and Fall of a Retail Giant
https://www.cgaa.org/article/bain-capital-and-toys-r-us
[6] Toys R us plunder
https://v.douyin.com/zYhFOFqxOAM/
[7] U.S. Senator Elizabeth Warren of Massachusetts
https://www.warren.senate.gov/newsroom/videos/watch/private-equity-guts-everything-from-red-lobster-to-hospitals-lets-talk-about-the-economy-episode-5
[8] How Private Equity Killed Toys “R” Us
https://forum.commoncog.com/t/how-private-equity-killed-toys-r-us-commoncog-case-library/1658/2
[9] Will PE firms’ dividend recaps push bring more rewards or risks?
https://pitchbook.com/news/articles/will-pe-firms-dividend-recaps-push-bring-more-rewards-or-risks
[10] Can Private Equity Firms Go Bust? Understanding the Financial Risks and Realities
https://blog.privateequitylist.com/can-private-equity-firms-go-bust-understanding-the-financial-risks-and-realities/
[11] Private Equity Is Gutting America – and getting away with it
https://www.congress.gov/119/meeting/house/118337/documents/HHRG-119-SM27-20250605-SD004.pdf
[12] Record Bankruptcies for Private Equity-Owned Companies
https://www.institutionalinvestor.com/article/2e9oxyduvcrica3exophc/corner-office/record-bankruptcies-for-private-equity-owned-companies
[13] PE-backed company bankruptcies in US reach record high in 2024
https://www.spglobal.com/market-intelligence/en/news-insights/articles/2025/1/pe-backed-company-bankruptcies-in-us-reach-record-high-in-2024-87023731
[14] Private Equity Is Gutting America – and Getting Away With It
https://www.congress.gov/119/meeting/house/118337/documents/HHRG-119-SM27-20250605-SD004.pdf
[15] Killing Chinese Brands
https://www.bluemoonofshanghai.com/politics/5737/
[16] From Pioneer To Fallen Giant: How Hewlett Packard’s Long List Of Failed Acquisitions Cost Its Reputation
https://www.skepticsociety.co.uk/from-pioneer-to-fallen-giant-how-hewlett-packards-long-list-of-failed-acquisitions-cost-its-reputation/
[17] HP fined 10 million Euros
https://en.agcm.it/en/media/press-releases/2020/12/PS11144
[18] Ars Technica; HP sued (again) for blocking third-party ink
https://arstechnica.com/gadgets/2024/01/hp-sued-again-for-blocking-third-party-ink-from-printers-accused-of-monopoly/
*
This article may contain copyrighted material, the use of which has not been specifically authorised by the copyright owner. This content is being made available under the Fair Use doctrine, and is for educational and information purposes only. There is no commercial use of this content.
Who Starts All The Wars? — New!
What we Are Not Told :German POWs in America – What Happened to Them?
The Jewish Hasbara in All its Glory
Democracy – The Most Dangerous Religion
NATIONS BUILT ON LIES — Volume 1 — How the US Became Rich
NATIONS BUILT ON LIES — Volume 2 — Life in a Failed State
NATIONS BUILT ON LIES — Volume 3 — The Branding of America
Police State America Volume One
Police State America Volume Two
THE WORLD OF BIOLOGICAL WARFARE
False Flags and Conspiracy Theories
Kamila Valieva
LARRY ROMANOFF FREE E-BOOKS & PDF ARTICLES
Copyright © Larry Romanoff, Blue Moon of Shanghai, Moon of Shanghai, 2026
/https://www.niagarafallsreview.ca/content/dam/thestar/news/canada/2021/09/25/huawei-executive-meng-wanzhou-receives-warm-welcome-upon-return-to-china/_1_meng_wanzhou_2.jpg)
No comments:
Post a Comment
Note: Only a member of this blog may post a comment.