Famous Investors Quotes

As the famous investor Warren Buffet once said: “Never depend on single income.

As billionaire investor Warren Buffett famously put it: “Actually, there’s been class warfare going on for the last 20 years, and my class has won.

For the rest of his life, the greater the chaos, the calmer Rockefeller would become, particularly when others around him were either panicked or mad with greed. He would make much of his fortune during these market fluctuations—because he could see while others could not. This insight lives on today in Warren Buffet’s famous adage to “be fearful when others are greedy and greedy when others are fearful.” Rockefeller, like all great investors, could resist impulse in favor of cold, hard common sense.

The founders of start-ups as varied as YouTube, Palantir Technologies, and Yelp all worked at PayPal. Another set of people—including Reid Hoffman, Thiel, and Botha—emerged as some of the technology industry’s top investors. PayPal staff pioneered techniques in fighting online fraud that have formed the basis of software used by the CIA and FBI to track terrorists and of software used by the world’s largest banks to combat crime. This collection of super-bright employees has become known as the PayPal Mafia—more or less the current ruling class of Silicon Valley—and Musk is its most famous and successful member.

In fact, many of the most famous anti-Christian polemicists of the last 200 years—who sought to use science to justify their unbelief—never themselves set foot in a laboratory or conducted a single field observation. That includes the Marquis de Sade (a writer), Percy Bysshe Shelley (a poet), Friedrich Nietzsche (a philologist by training), Algernon Swinburne (a poet), Bertrand Russell (a philosopher), Karl Marx (a philosopher), Robert Ingersoll (a lecturer), George Bernard Shaw (a playwright), Vladimir Lenin (a communist revolutionary), Joseph Stalin (a communist dictator), H. L. Mencken (a newspaper columnist), Jean-Paul Sartre (a philosopher), Benito Mussolini (a fascist dictator), Luis Buñuel (Spanish filmmaker), Clarence Darrow (a lawyer), Ayn Rand (a novelist), Christopher Hitchens (a journalist), Larry Flynt (a pornographer), George Soros and Warren Buffett (investors), and Penn and Teller (magicians).

He would make much of his fortune during these market fluctuations—because he could see while others could not. This insight lives on today in Warren Buffet’s famous adage to “be fearful when others are greedy and greedy when others are fearful.” Rockefeller, like all great investors, could resist impulse in favor of cold, hard common sense. One

Michael Arrington, the loudmouth founder and former editor in chief of TechCrunch, is famous for investing in the start-ups that his blogs would then cover. Although he no longer runs TechCrunch, he was a partner in two investment funds during his tenure and now manages his own, CrunchFund. In other words, even when he is not a direct investor he has connections or interests in dozens of companies on his beat, and his insider knowledge helps turn profits for the firm.

The market is fond of making mountains out of molehills and exaggerating ordinary vicissitudes into major setbacks.* Even a mere lack of interest or enthusiasm may impel a price decline to absurdly low levels. Thus we have what appear to be two major sources of undervaluation: (1) currently disappointing results and (2) protracted neglect or unpopularity. However, neither of these causes, if considered by itself alone, can be relied on as a guide to successful common-stock investment. How can we be sure that the currently disappointing results are indeed going to be only temporary? True, we can supply excellent examples of that happening. The steel stocks used to be famous for their cyclical quality, and the shrewd buyer could acquire them at low prices when earnings were low and sell them out in boom years at a fine profit.

DADDY I$$UES Famous investor Warren Buffett’s largest-ever purchase was a $26 billion acquisition of the Burlington Northern Santa Fe Railroad in 2010. Why’d he buy it? “Because my father didn’t buy me a train set as a kid,” said Buffett.

Apollo had become a trailblazer in the so-called “distress for control” market where it could buy up loans and bonds at steep discounts. When a troubled company restructured its debt, the paper that creditors had accumulated could then be swapped for stock in the reorganized company. If the company then turned around and improved, those credit investors who took on the risk could then make a windfall.

The third principle is to resist the allure of middling priorities. There is a story attributed to Warren Buffett—although probably only in the apocryphal way in which wise insights get attributed to Albert Einstein or the Buddha, regardless of their real source—in which the famously shrewd investor is asked by his personal pilot about how to set priorities. I’d be tempted to respond, “Just focus on flying the plane!” But apparently this didn’t take place midflight, because Buffett’s advice is different: he tells the man to make a list of the top twenty-five things he wants out of life and then to arrange them in order, from the most important to the least. The top five, Buffett says, should be those around which he organizes his time. But contrary to what the pilot might have been expecting to hear, the remaining twenty, Buffett allegedly explains, aren’t the second-tier priorities to which he should turn when he gets the chance. Far from it. In fact, they’re the ones he should actively avoid at all costs—because they’re the ambitions insufficiently important to him to form the core of his life yet seductive enough to distract him from the ones that matter most. You needn’t embrace the specific practice of listing out your goals (I don’t, personally) to appreciate the underlying point, which is that in a world of too many big rocks, it’s the moderately appealing ones—the fairly interesting job opportunity, the semi-enjoyable friendship—on which a finite life can come to grief. It’s a self-help cliché that most of us need to get better at learning to say no. But as the writer Elizabeth Gilbert points out, it’s all too easy to assume that this merely entails finding the courage to decline various tedious things you never wanted to do in the first place. In fact, she explains, “it’s much harder than that. You need to learn how to start saying no to things you do want to do, with the recognition that you have only one life.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

the famous warning of Santayana: “Those who do not remember the past are condemned to repeat it.

In 1988, NDTV got a good contract from Doordarshan to produce a famous weekly show called The World This Week, which was anchored by the owner Prannoy Roy. As per records, Doordarshan granted Rs.2 lakhs ($6000[1]) per episode to NDTV, which was a princely sum in those days. Incidentally the head of Doordarshan at that time was Bhaskar Ghose and his son-in-law journalist Rajdeep Sardesai became the No. 2 in NDTV. The Congress Party was in power then and showed all possible support to NDTV and provided a red-carpet welcome to the private media unit to enjoy the national resources of Doordarshan. Every resource and infrastructure of Doordarshan was used for NDTV’s growth. In fact, in the early days (1995-1997), it is this tax payer money (Doordarshan contract) that got him personal gains again when he did “sweet” private equity deals (for sale of personal stake belonging to him and his wife) to a few global private equity funds. Thus, he built a business from patronage (government money) and then created value and cashed some of it by selling to private equity investors such as Goldman Sachs, Morgan Stanley, Alliance Capital, Jardine Fleming etc.

The third principle is to resist the allure of middling priorities. There is a story attributed to Warren Buffett—although probably only in the apocryphal way in which wise insights get attributed to Albert Einstein or the Buddha, regardless of their real source—in which the famously shrewd investor is asked by his personal pilot about how to set priorities. I’d be tempted to respond, “Just focus on flying the plane!” But apparently this didn’t take place midflight, because Buffett’s advice is different: he tells the man to make a list of the top twenty-five things he wants out of life and then to arrange them in order, from the most important to the least. The top five, Buffett says, should be those around which he organizes his time. But contrary to what the pilot might have been expecting to hear, the remaining twenty, Buffett allegedly explains, aren’t the second-tier priorities to which he should turn when he gets the chance. Far from it. In fact, they’re the ones he should actively avoid at all costs—because they’re the ambitions insufficiently important to him to form the core of his life yet seductive enough to distract him from the ones that matter most.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

Let us assume that the reader shared my opinion, that the market over the next week had a 70% probability of going up and 30% probability of going down. However, let us say that it would go up by 1% on average, while it could go down by an average of 10%. What would the reader do? Is the reader bullish or bearish? Table 6.2 Event                             Probability                             Outcome                             Expectation Market goes up                             70%                             Up 1%                             0.7 Market goes down                             30%                             Down 10%                             -3.00                                                                                                                                             Total                             -2.3 Accordingly, bullish or bearish are terms used by people who do not engage in practicing uncertainty, like the television commentators, or those who have no experience in handling risk. Alas, investors and businesses are not paid in probabilities; they are paid in dollars. Accordingly, it is not how likely an event is to happen that matters, it is how much is made when it happens that should be the consideration. How frequent the profit is irrelevant; it is the magnitude of the outcome that counts. It is a pure accounting fact that, aside from the commentators, very few people take home a check linked to how often they are right or wrong. What they get is a profit or loss. As to the commentators, their success is linked to how often they are right or wrong. This category includes the “chief strategists” of major investment banks the public can see on TV, who are nothing better than entertainers. They are famous, seem reasoned in their speech, plow you with numbers, but, functionally, they are there to entertain—for their predictions to have any validity they would need a statistical testing framework. Their frame is not the result of some elaborate test but rather the result of their presentation skills.

Nowhere is historian George Santayana’s famous dictum, “Those who cannot remember the past are condemned to repeat it,” more applicable than in finance. Financial history provides us with invaluable wisdom about the nature of the capital markets and of returns on securities. Intelligent investors ignore this record at their peril. Risk

In David Copperfield, Charles Dickens’s character Wilkins Micawber pronounced a now-famous law: Annual income twenty pounds, annual expenditure nineteen pounds nineteen and six, result happiness. Annual income twenty pounds, annual expenditure twenty pounds ought and six, result misery.

The largest, longest study of experts’ economic forecasts was performed by Philip Tetlock, a professor at the Haas Business School of the University of California–Berkeley. He studied 82,000 predictions over 25 years by 300 selected experts. Tetlock concludes that expert predictions barely beat random guesses. Ironically, the more famous the expert, the less accurate his or her predictions tended to be.

Tax delays are $62bn secret to Buffett’s success Berkshire Hathaway’s annual report highlights investor’s skill at deferring payments to put cash to work elsewhere STEPHEN FOLEY — NEW YORK | 935 words Warren Buffett is one of the most famous, and certainly the richest, proponents of raising taxes.

Celera had achieved nothing short of a scientific miracle. So why did the stock crash? The likeliest explanation is simply that the fires of anticipation are so easily quenched by the cold water of reality. Once the good news that investors have awaited for so long is out, the thrill is gone. The resulting emotional vacuum almost instantly fills up with a painful awareness that the future will not be nearly as exciting as the past. (As Yogi Berra famously said, “The future ain’t what it used to be.”) Getting exactly what they wished for leaves investors with nothing to look forward to, so they get out and the stock crashes.

Umar Farooq Zahoor, well-established and smart Norwegian businessmen born into a warm Pakistani family in 1975 has made his name among the world’s best business tycoons. With all his experiences of success, he has managed to become the name behind several successfully established companies today. Sheikh Umar Farooq Zahoor stepped into this world of business when he was just 18 years of age and has never looked back. He has received the honorable title of a philanthropist because of his numerous contributions and support from different parts of the society. His craving for success made him famous in every field where he stepped in and is a smart business investor is now one of the well-settled businessmen in Dubai, U.A.E. Over the years he has been successfully running several companies in multiple industries.

famous warning of Santayana: “Those who do not remember the past are condemned to repeat it.

The third principle is to resist the allure of middling priorities. There is a story attributed to Warren Buffett—although probably only in the apocryphal way in which wise insights get attributed to Albert Einstein or the Buddha, regardless of their real source—in which the famously shrewd investor is asked by his personal pilot about how to set priorities. I’d be tempted to respond, “Just focus on flying the plane!” But apparently this didn’t take place midflight, because Buffett’s advice is different: he tells the man to make a list of the top twenty-five things he wants out of life and then to arrange them in order, from the most important to the least. The top five, Buffett says, should be those around which he organizes his time. But contrary to what the pilot might have

Venture capitalists and investors have bought into the media-driven narrative that younger people are more likely to build great companies. Vinod Khosla, a cofounder of Sun Microsystems and venture capitalist, said, “People under 35 are the people who make change happen . . . people over 45 basically die in terms of new ideas.” Paul Graham, the founder of Y Combinator, the famous start-up accelerator, said that, when a founder is over the age of thirty-two, investors “start to be a little skeptical.” Zuckerberg himself famously said, with his characteristic absence of tact, “Young people are just smarter.” But, it turns out, when it comes to age, the entrepreneurs we learn about in the media are not representative. In a pathbreaking study, a team of economists—Pierre Azoulay, Benjamin F. Jones, J. Daniel Kim, and Javier Miranda (henceforth referred to as AJKM)—analyzed the age of the founder of every business created in the United States between the years 2007 and 2014. Their study included some 2.7 million entrepreneurs, a far broader and more representative sample than the dozens featured in business magazines. The researchers found that the average age of a business founder in the United States is 41.9 years old—in other words, more than a decade older than the average age of founders featured in the media. And older people don’t just start businesses more than many of us realize; they also succeed at creating highly profitable businesses more often than their younger peers do. AJKM used various metrics of success for a business, including staying in business for longer and ranking among the top firms in revenue and employees. They discovered that older founders consistently had higher probabilities of success, at least until the age of sixty.

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My wife has a sweet tooth but is also very health conscious. Over more than two decades, she has followed a simple yet powerful way of avoiding the enticement of desserts. Our fridge just doesn’t have any. In my view, the best way to avoid investing in bad businesses is to ignore them and their stock prices. We never discuss what we consider bad companies or industries in our team meetings. Never. It doesn’t matter if an airline has declared spectacular results recently or if every analyst recommends buying airline shares. We are indifferent to a public sector bank that has hired a new CEO from the private sector and has pushed its stock price to an all-time high. We ignore an infrastructure business that has been awarded a new multibillion-dollar contract and a gold loan business that has announced 30 percent ROE in its latest quarterly result and is touted by the bulls to be the next billion-dollar opportunity. No one on our team is allowed to utter the famous last words of many investors: “This time, it’s different.” If we never discuss a business, how will we ever buy it? No sweets in the fridge: no snacking possible.

Many Silicon Valley insiders predicted that it would only get worse. One of its most famous investors, Paul Graham, wrote: “Unless the forms of technological progress that produced these things are subject to different laws than technological progress in general, the world will get more addictive in the next forty years than it did in the last forty.

Fortunately for investors, two substantial funds management organizations adhere to high fiduciary standards, adopted in the context of corporate cultures designed to serve investor interests. Vanguard and TIAA-CREF both operate on a not-for-profit basis, allowing the companies to make individual investor interests paramount in the funds management process. By emphasizing high-quality delivery of low-cost investment products, Vanguard and TIAA-CREF provide individual investors with valuable tools for the portfolio construction process. Ultimately, a passive index fund managed by a not-for-profit investment management organization represents the combination most likely to satisfy investor aspirations. Following Mies van der Rohe’s famous dictum—“less is more”—the rigid calculus of index-fund investing dominates the ornate complexity of active fund management. Pursuing investment with a firm devoted solely to satisfying investor interests unifies principal and agent, reducing the investment equation to its most basic form. Out of the enormous breadth and complexity of the mutual-fund world, the preferred solution for investors stands alone in stark simplicity.

A sobering denouement had to come...exponential growth is a potent delusion-maker, and in 1999, 10 years after the Nikkei’s peak, I was thinking about the Japanese experience as we were waiting to claim our rental car at San Francisco airport. Silicon Valley was years into its first dotcom bubble, and even with advance reservations people had to wait for the just-returned cars to get serviced and released again into the halting traffic on the clogged Bayshore freeway. Mindful of the Japanese experience, I was thinking that every year after 1995 might be the last spell of what Alan Greenspan famously called irrational exuberance, but it was not in 1996 or 1997 or 1998. And even more so than a decade earlier, there were many economists ready to assure American investors that this spell of exponential growth was really different, that the old rules do not apply in the New Economy where endless rapid growth will readily continue.

As time goes on, I get more and more convinced that the right method in investment is to put fairly large sums into enterprises which one thinks one knows something about and in the management of which one thoroughly believes.” Forget what the economy is doing; just find well-managed companies, buy some shares, and don’t try to be too clever. And if that approach sounds familiar, it’s most famously associated with Warren Buffett, the world’s richest investor—and a man who loves to quote John Maynard Keynes.

This is the shape that Renaissance innovation takes, seen from a great (conceptual) distance. Most innovation clusters in the third quadrant: non-market individuals. A handful of outliers are scattered fairly evenly across the other three quadrants. This is the pattern that forms when information networks are slow and unreliable, and entrepreneurial economic conventions are poorly developed. It’s too hard to share ideas when the printing press and the postal system are still novelties, and there’s not enough incentive to commercialize those ideas without a robust marketplace of buyers and investors. And so the era is dominated by solo artists: amateur investigators, usually well-to-do, working on their own private obsessions. Not surprisingly, this period marks the birth of the modern notion of the inventive genius, the rogue visionary who somehow sees beyond the horizon that limits his contemporaries—da Vinci, Copernicus, Galileo. Some of those solo artists (Galileo most famously) worked outside of broader groups because their research posed a significant security threat to the established powers of the day. The few innovations that did emerge out of networks—the portable, spring-loaded watches that first appeared in Nuremberg in 1480, the double-entry bookkeeping system developed by Italian merchants—have their geographic origins in cities, where information networks were more robust. First-quadrant solo entrepreneurs, crafting their products in secret to ensure their eventual payday, turn out to be practically nonexistent. Gutenberg was the exception, not the rule.

Many years ago, the famous investors Benjamin Graham and Warren Buffett made a lot of money using a very simple version of this strategy. They would look for a company that had net cash of $20.00 per share, and then try to buy shares of its stock for 15. In other words, they were trying to buy a dollar for 75 cents, or even less. Or they would just buy stock in a company that had a P/E of just 5 or 6.

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Mark Zuckerberg. That’s the name I was introduced to when I first encountered the cryptocurrency mining platform, WHATS Invest. A person claiming to be Zuckerberg himself reached out to me, saying that he was personally backing the platform to help investors like me earn passive income. At first, I was skeptical—after all, how often do you get a direct connection to one of the world’s most famous tech entrepreneurs? But this individual seemed convincing and assured me that many people were already seeing substantial returns on their investments. He promised me a great opportunity to secure my financial future, so I decided to take the plunge and invest $10,000 into WHATS Invest. They told me that I could expect to see significant returns in just a few months, with payouts of at least $1,500 or more each month. I was excited, believing this would be my way out of financial struggles. However, as time passed, things didn’t go according to plan. Months went by, and I received very little communication. When I finally did receive a payout, it was nowhere near the $1,500 I was promised. Instead, I received just $200, barely 13% of what I had expected. Frustrated, I contacted the support team, but the responses were vague and unhelpful. No clear answers or solutions were offered, and my trust in the platform quickly started to erode. It became painfully clear that I wasn’t going to get anywhere with WHATS Invest, and I began to worry that my $10,000 might be lost for good. That's when I discovered Certified Recovery Services. Desperate to recover my funds, I decided to reach out to them for help. In just 24 hours, they worked tirelessly to recover the majority of my funds, successfully retrieving $8,500 85% of my initial investment. I couldn’t believe how quickly and efficiently they worked to get my money back. I’m extremely grateful for Certified Recovery Servicer's fast and professional service. Without them, I would have been left with a significant loss, and I would have had no idea how to move forward. If you find yourself in a similar situation with WHATS Invest or any other platform that isn’t delivering as promised, I highly recommend reaching out to Certified Recovery Services They were a lifesaver for me, helping me recover nearly all of my funds. It's reassuring to know that trustworthy services like this exist to help people when things go wrong. They also specialize in recovering money lost to online scams, so if you’ve fallen victim to such a scam, don’t hesitate to contact Certified Recovery Services they can help! Here's Their Info Below: WhatsApp: +1(740)258‑1417 mail: certifiedrecoveryservices @zohomail. com, certified @financier .com Website info; https:// certifiedrecoveryservices .com

LOST OR SCAMMED NFTs AND CRYPTOCURRENCIES? CERTIFIED RECOVERY SERVICES CAN HELP Mark Zuckerberg. That’s the name I was introduced to when I first encountered the cryptocurrency mining platform, WHATS Invest. A person claiming to be Zuckerberg himself reached out to me, saying that he was personally backing the platform to help investors like me earn passive income. At first, I was skeptical—after all, how often do you get a direct connection to one of the world’s most famous tech entrepreneurs? But this individual seemed convincing and assured me that many people were already seeing substantial returns on their investments. He promised me a great opportunity to secure my financial future, so I decided to take the plunge and invest $10,000 into WHATS Invest. They told me that I could expect to see significant returns in just a few months, with payouts of at least $1,500 or more each month. I was excited, believing this would be my way out of financial struggles. However, as time passed, things didn’t go according to plan. Months went by, and I received very little communication. When I finally did receive a payout, it was nowhere near the $1,500 I was promised. Instead, I received just $200, barely 13% of what I had expected. Frustrated, I contacted the support team, but the responses were vague and unhelpful. No clear answers or solutions were offered, and my trust in the platform quickly started to erode. It became painfully clear that I wasn’t going to get anywhere with WHATS Invest, and I began to worry that my $10,000 might be lost for good. That's when I discovered Certified Recovery Services. Desperate to recover my funds, I decided to reach out to them for help. In just 24 hours, they worked tirelessly to recover the majority of my funds, successfully retrieving $8,500 85% of my initial investment. I couldn’t believe how quickly and efficiently they worked to get my money back. I’m extremely grateful for Certified Recovery Servicer's fast and professional service. Without them, I would have been left with a significant loss, and I would have had no idea how to move forward. If you find yourself in a similar situation with WHATS Invest or any other platform that isn’t delivering as promised, I highly recommend reaching out to Certified Recovery Services They were a lifesaver for me, helping me recover nearly all of my funds. It's reassuring to know that trustworthy services like this exist to help people when things go wrong. They also specialize in recovering money lost to online scams, so if you’ve fallen victim to such a scam, don’t hesitate to contact Certified Recovery Services they can help! Here's Their Info Below: WhatsApp: (+1(740)258‑1417 ) mail: (certifiedrecoveryservices @zohomail. com, certified@financier .com) Website info;( https:// certifiedrecoveryservices .com)