Shareholder Activism Quotes

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Shaping the company's future requires actively engaging with shareholders and other stakeholders to build trust and understanding.

Corporate governance involves its fair share of shareholder activism, but proactive engagement can build trust and mitigate conflict.

Despite our policy of candor, we will discuss our activities in marketable securities only to the extent legally required. Good investment ideas are rare, valuable and subject to competitive appropriation just as good product or business acquisition ideas are.

When Charlie and I finish reading the long footnotes detailing the derivatives activities of major banks, the only thing we understand is that we don’t understand how much risk the institution is running.

The right to issue unlimited quantities of anonymously tradable shares, along with the institution of a liquid market for them, created something new: corporations with power so immense, it dwarfed that of their countries of origin, and could be deployed in faraway places assiduously to exploit people and resources. Shareholding and well-governed share markets fired up history, separating ownership from the rest of the East India Company’s activities unleashed a fluid, irresistible force. Unchecked, the East India Company grew more powerful than the British state, answerable only to its shareholders. At home, its bureaucracy corrupted and largely controlled Her majesty’s government. Abroad, its 200,000-strong private army oversaw the destruction of well-functioning economies in Asia and a number of Pacific islands and ensured the systematic exploitation of their peoples.

So I’m just proposing that we level the playing field and make those woke shareholders, like BlackRock or Al Gore’s Generation Investment Management, bear the same liability as any ordinary social activist when they engage in ordinary social activism through the companies that they invest in. Limited shareholder liability was never meant to protect well-heeled woke investors from the consequences of their actions during PR stunts at woke parades.

Investing is an activity in which consumption today is foregone in an attempt to allow greater consumption at a later date. “Risk” is the possibility that this objective won’t be attained. By that standard, purportedly “risk-free” long-term bonds in 2012 were a far riskier investment than a long- term investment in common stocks. At that time, even a 1% annual rate of inflation between 2012 and 2017 would have decreased the purchasing-power of the government bond

If you don’t feel at home in your body, you will never feel at home in the world. Up till now, Facebook’s own business model encouraged people to spend more and more time online even if that meant having less time and energy to devote to offline activities. Can it adopt a new model that encourages people to go online only when it is really necessary, and to devote more attention to their physical environment and to their own bodies and senses? What would Facebook’s shareholders think about this model?

A central tenet of the traditional command-and-control mentality is management by the numbers; this is the basis and means for decision making. The numbers are largely financial and activity-related (what people do), which may or may not be of value to understanding and improving the system. With a proclaimed interest in ‘shareholder value,’ senior managers sit astride a system that they make more unstable and suboptimal through financial interference. Almost without thinking about it, the purpose of the organization becomes ‘make the budget.’ As

Most institutional investors in the early 1970s, on the other hand, regarded business value as of only minor relevance when they were deciding the prices at which they would buy or sell. This now seems hard to believe. However, these institutions were then under the spell of academics at prestigious business schools who were preaching a newly-fashioned theory: the stock market was totally efficient, and therefore calculations of business value—and even thought, itself—were of no importance in investment activities. (We are enormously indebted to those academics: what could be more advantageous in an intellectual contest—whether it be bridge, chess, or stock selection than to have opponents who have been taught that thinking is a waste of energy?)

Differentiation is Survival and the Universe Wants You to be Typical. If living things [don’t] work actively to prevent it, they eventually merge into their surroundings, and cease to exist as autonomous beings. The world pull[s] at you in an attempt to make you normal. You must work to maintain your distinctiveness. We all know that distinctiveness—originality—is valuable. We are all taught to ‘be yourself.’ What I’m really asking you to do is to embrace and be realistic about how much energy it takes to maintain that distinctiveness. The world wants you to be typical—in a thousand ways, it pulls at you. Don’t let it happen. The world wants you to, as Alec Benjamin sings, change what you are for what it wants you to be. You have to pay a price for your distinctiveness, and it’s worth it…don’t expect it to be easy or free.

We neither understand the adding of unneeded people or activities because profits are booming, nor the cutting of essential people or activities because profitability is shrinking. That kind of yo-yo approach is neither business-like nor humane.” -1987 letter

A by-product of our managerial style is the ability it gives us to easily expand Berkshire’s activities. We’ve read management treatises that specify exactly how many people should report to any one executive, but they make little sense to us. When you have able managers of high character running businesses about which they are passionate, you can have a dozen or more reporting to you and still have time for an afternoon nap. Conversely, if you have even one person reporting to you who is deceitful, inept or uninterested, you will find yourself with more than you can handle.

theory of shareholder primacy that is at the heart of so much finite-minded business practice today. “In a free-enterprise, private-property system,” he wrote, “a corporate executive is an employee of the owners of the business. He has direct responsibility to his employers. That responsibility is to conduct the business in accordance with their desires, which generally will be to make as much money as possible while conforming to the basic rules of the society, both those embodied in law and those embodied in ethical custom.” Indeed, Friedman insisted that “there is one and only one social responsibility of business, to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game.

Scholars have turned up a mass of personal records from the man’s lifetime—more, it is often said, than exist for other writers of the period. They show his theatrical activities, his financial and property transactions, his lawsuits. They show that he was a businessman, an actor, a shareholder in an acting company, and a property investor. But they don’t show that he wrote. As the Oxford historian Blair Worden laments, “the extent and loudness of the documentary silence are startling.” This silence aggravates scholars in the extreme.

It pays to be active, interested and open-minded, but it does not pay to be in a hurry.

Consistency ensures that the competitive advantages of activities cumulate and do not erode or cancel themselves out. It makes the strategy easier to communicate to customers, employees, and shareholders, and improves implementation through single-mindedness in the corporation. Second-order

The higher the level of their investment activity, the greater the cost of financial intermediation and taxes, the less the net return that shareholders—as a group, the owners of our businesses—receive.

The Economics of Property-Casualty Insurance With the acquisition of General Re — and with GEICO’s business mushrooming — it becomes more important than ever that you understand how to evaluate an insurance company. The key determinants are: (1) the amount of float that the business generates; (2) its cost; and (3) most important of all, the long-term outlook for both of these factors. To begin with, float is money we hold but don't own. In an insurance operation, float arises because premiums are received before losses are paid, an interval that sometimes extends over many years. During that time, the insurer invests the money. Typically, this pleasant activity carries with it a downside: The premiums that an insurer takes in usually do not cover the losses and expenses it eventually must pay. That leaves it running an "underwriting loss," which is the cost of float. An insurance business has value if its cost of float over time is less than the cost the company would otherwise incur to obtain funds. But the business is a lemon if its cost of float is higher than market rates for money. A caution is appropriate here: Because loss costs must be estimated, insurers have enormous latitude in figuring their underwriting results, and that makes it very difficult for investors to calculate a company's true cost of float. Errors of estimation, usually innocent but sometimes not, can be huge. The consequences of these miscalculations flow directly into earnings. An experienced observer can usually detect large-scale errors in reserving, but the general public can typically do no more than accept what's presented, and at times I have been amazed by the numbers that big-name auditors have implicitly blessed. As for Berkshire, Charlie and I attempt to be conservative in presenting its underwriting results to you, because we have found that virtually all surprises in insurance are unpleasant ones. The table that follows shows the float generated by Berkshire’s insurance operations since we entered the business 32 years ago. The data are for every fifth year and also the last, which includes General Re’s huge float. For the table we have calculated our float — which we generate in large amounts relative to our premium volume — by adding net loss reserves, loss adjustment reserves, funds held under reinsurance assumed and unearned premium reserves, and then subtracting agents balances, prepaid acquisition costs, prepaid taxes and deferred charges applicable to assumed reinsurance. (Got that?)

Forming a corporation is simple. Essentially, you file a document that creates an independent legal entity with a life of its own. It has its own name, business purpose, and tax identity with the IRS. As such, it—the corporation—is responsible for the activities of the business. In this way, the owners, or shareholders, are protected. The owners’ liability is limited to the monies they used to start the corporation, not all of their other personal assets. If an entity is to be sued it is the corporation, not the individuals behind this legal entity.

According the name "investors" to institutions that trade actively is like calling someone who repeatedly engages in one-night stands a romantic.

With wisdom, we recognise that our employees, members, owners, customers, shareholders, suppliers, creditors, society and other stakeholders are after all people just like us. All of them are seeking this wholeness through so many endeavours, ideas, activities, relationships, etc. Recognising this universal fact allows us to respond with compassion.

In a watershed article from 1970, Milton Friedman, the Nobel Prize–winning economist, who is considered one of the great theorists of today’s form of capitalism, laid out the foundation for the theory of shareholder primacy that is at the heart of so much finite-minded business practice today. “In a free-enterprise, private-property system,” he wrote, “a corporate executive is an employee of the owners of the business. He has direct responsibility to his employers. That responsibility is to conduct the business in accordance with their desires, which generally will be to make as much money as possible while conforming to the basic rules of the society, both those embodied in law and those embodied in ethical custom.” Indeed, Friedman insisted that “there is one and only one social responsibility of business, to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game.” In other words, according to Friedman, the sole purpose of business is to make money and that money belongs to shareholders. These ideas are now firmly ingrained in the zeitgeist. Today it is so generally accepted that the “owner” of a company sits at the top of the benefit food chain and that business exists solely to create wealth, that we often assume that this was always the way that the game of business was played and is the only way it can be played. Except it wasn’t . . . and it isn’t.

For example, until the mid-2010s many senior executives in traditional companies cackled that Amazon’s business still showed no profits. They felt it was a low-margin activity propped up by a hyperinflated share price. And within their traditional way of understanding corporate performance, they were right. But seen through a different frame, they were utterly wrong. Jeff Bezos had reframed the idea of commercial growth, away from producing annual returns for shareholders (and handing about a third of the profits to governments in the form of tax) and toward reinvesting every penny of net income to establish adjacent business lines, from Kindle books to cloud services. People see it plain as day in hindsight, but the new frame was incomprehensible to many in the moment.

corporation ought to be free to pursue activities that go beyond the pursuit of profit—America is a free country, after all—but to the extent that it does, its social-activist shareholders shouldn’t receive any special protection from direct liability. There is no government regulatory action needed here. Just a simple legal fix—arguably a form of deregulation—that clarifies that the construct of limited liability is… well, limited.

We’ll see that executive pay, shareholder activism and share repurchases – often thought to serve CEOs and investors at the expense of stakeholders – can grow the pie for all. But the important word is

Shareholders imply passive holding of an enterprise’s stock. Investors highlight their responsibility to invest in the long-term success of a firm through active monitoring or engagement.

The profit-first, profit-only view of business under the Reagan Revolution raised new concerns about the social obligations of corporations beyond shareholders to constituencies like employees, creditors, customers, and local communities. This was motivated in part by the fact that despite significant stock market increases and income growth for the wealthy, many working-class Americans were left behind in the economic growth.

Corporate social responsibility alone seemed too passive, too insular, and too self-serving. In a world that seemed to be literally on fire from climate change and social unrest, corporate social responsibility appeared to many as a privileged exercise in self-improvement, however sincere or not. Corporate self-improvement was not enough for many engaged consumers and citizens; active corporate social improvement through activism was desired and called for.

Contentious social issues like racial justice, income inequality, gun violence, immigration reform, gender equality, and climate change have all become part of many corporate agendas. Silence and indifference are becoming less the norm. The days of simply ignoring social issues or writing a check are gone. Corporations are now frequently expected to engage in social issues through public statements, sponsorships, partnerships, and policies supporting a position or a cause. Being a socially responsible corporation now also means being a socially active corporation.

This longstanding bipartisan revolving door between government and business reflects the inconvenient realities of life in a capitalistic democratic republic. On the one hand, when work- ing well, this revolving door allows businesses and government to draw on talented, ethical individuals from the private and public sectors to serve the interests of both shareholders and citizens. On the other hand, this revolving door can lead to corrosive cronyism and corruption that eats away at the integrity of both business and government as narrow interests are served, to the detriment of shareholders and citizens.

As Robert Kiyosaki learned during his study of admiralty law, corporations came into common usage in the 1500s to protect investors in maritime ventures. Prior to the popular use of corporations, investors would come together as a partnership, outfit a ship, and send it out for trading purposes. If the ship was lost at sea, the investors could not only lose everything but also be personally sued by various creditors. Of course, this exposure deterred people from risk taking and discouraged economic activity. Seeing this, the English Crown and courts allowed for the charter of corporations whereby risks and liabilities could be limited to the corporation itself. The shareholders, the investors in the corporation, were liable only to the extent of their contribution to the business. This was a significant development in world economic history.

I believe the right approach is to be active in politics, supporting policies more likely to achieve shared economic prosperity and more inclusive communities; to push large corporations to act in the interests of all their stakeholders-their shareholders, and their employees, suppliers, and communities: to back nongovernmental activities that bring as many positive changes and help as many people as possible by filling the gap between what the government does and the private sector provides, doing so faster, better, at lower cost, and doing it whenever possible in cooperation with both the public and private sectors. This kind of creative cooperation may be a lot to ask in today's polarized business and political climates, but there's plenty of evidence that working together to solve our problems works better than constant conflict.

Distributions to Paid in Capital The final ranking is distributions to paid in capital (DPI). The DPI measures the ratio of money that is distributed by the fund against the total amount of money paid into the fund. At the beginning of a fund, DPI is zero. As distributions are made, the fund breaks even with a DPI of one. DPI is more useful when comparing new or active funds of the same vintage, as the DPI will ultimately be near or equal to the MOIC after a fund is fully matured. On an active fund, the DPI showcases the velocity of how fast the fund is returning money to shareholders at the various stages of its ten-year life span.

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➥24 Hours Reply/Contact ✅Telegram:@SMMTOPSHOPIT ✅WhatsApp:+1(575)248-0302 ✅Email:SMMTOPSHOPIT@Gmail.Com The Startup Advantage: Why Buy Instead of Build? In the startup world, timing isn’t just important—it’s everything. Missing a market opportunity by even a few weeks can mean watching a competitor take the lead, losing investor confidence, or failing to capitalize on early momentum. That’s why more and more founders are choosing to buy pre-verified Revolut accounts instead of going through the lengthy, unpredictable process of creating and verifying a new one from scratch. While Revolut is much faster than traditional banks, the verification process can still be a bottleneck—especially if your documents need review, or your business structure doesn’t neatly fit their automated checks. Some startups report waiting several days or even weeks for full verification, delaying everything from onboarding clients to receiving payments. By purchasing a verified Revolut account, startups bypass that waiting period entirely. The account is already KYC-approved and ready to use immediately, meaning you can start accepting payments, issuing invoices, or integrating with financial tools on day one. Save Time on Verification ✅ Skip the Paperwork Buying a verified account eliminates the need to gather incorporation documents, shareholder info, proof of address, and other verification paperwork—saving hours (or days) of administrative work. ✅ Start Operations Immediately With an active and verified account, you can plug into Revolut’s business ecosystem without delay. That means faster onboarding of staff, smoother payments to suppliers, and immediate integration with tools like Stripe, PayPal, or accounting software. In the hyper-competitive startup landscape, momentum matters. And if a verified Revolut account gets you to market faster, enables global transactions on day one, and removes logistical drag—then buying, rather than building, becomes not just an option, but an edge. Next, we’ll look at how Revolut gives startups instant access to global banking tools that traditionally only large enterprises could afford.

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Why Should i Consider Buying Verified Wise Accounts? - Verification is the backbone of trustworthy money services. Wise (formerly TransferWise) and other regulated financial services must comply with anti-money-laundering (AML), counter-terrorist financing (CTF), and “know your customer” (KYC) rules across jurisdictions. Those checks protect you, your customers, and the platform from fraud and regulatory penalties. As of 2025 Wise continues to require identity, address, and business documentation as needed depending on transaction size, country, and business model. ★★★ SmmusaZone 24/7 Customer Support ★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★ ★★★ Telegram: @smmusazone ★★★ WhatsApp: +1 (850) 247-7643 ★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★ Verification also unlocks features: higher transfer limits, batch payments, multi-currency balances, and business tools. Skipping proper verification risks account holds, delayed payouts, or outright closures — outcomes that can interrupt cash flow and damage reputation. So, it’s not a checkbox: it’s operational hygiene. ✅What “verified” means at Wise (personal vs business) Personal profiles For individual users, “verified” typically means Wise has matched your submitted government ID with a selfie/liveness check and validated your address where required. This enables larger transfers and receipt of funds in some currencies. Wise states that identity checks vary by amount sent and by currency.Wise Business profiles Business verification is more involved. Wise verifies: Company registration and legal status. ✅Directors and UBOs (ultimate beneficial owners). ✅That the account representative is authorized to act for the business.Wise+1 ✅Verification states (H4) Unverified: limited features, low transfer caps. ✅Partially verified: basic identity checked; some limits removed. ✅Fully verified: full access to business features, higher limits, and receiving accounts. ✅Pre-flight checklist: documents and info to prepare Before you begin the Wise onboarding, collect trusted and recent documents. Prepare digital, high-quality scans or photos (legible, color, unmodified). Common requirements include: Primary photo ID: passport, national ID card, or driver’s license.Wise Proof of address: utility bill, bank statement, council tax bill, tenancy agreement — typically dated within the last 3 months.Wise ✅Business registration: certificate of incorporation, Articles of Association, or equivalent.Wise ✅UBO documentation: shareholder lists, ownership statements if someone owns ≥25%.Wise ✅Bank proof: statement or voided cheque showing the account and account holder name. Proof of business activity / source of funds: invoices, contracts, bank statements covering recent transactions.Statrys ✅Having these ready reduces back-and-forth and shortens review times. ✅Step-by-step: opening a Wise personal account (2025) Start at wise.com or the Wise app. Enter your email and create a secure password, then verify the email. ✅Select personal account and enter basic details (full legal name, DOB, country of residence). Supply ID and selfie: upload your passport/ID and follow selfie/liveness prompts (many countries require a selfie to match your photo ID). Wise may use third-party verification providers.Wise+1 ✅Add a payout bank if you plan to receive money. Ensure the bank account name matches your legal name. ✅Complete a small transfer (sometimes required to confirm intent) and await verification. Wise will notify you if additional documents are needed.Wise Pro tip: Use the Wise mobile app for photo uploads — the in-app camera often produces fewer ✅rejections than third-party images. Step-by-step: opening a Wise business account (2025–2026) Choose Wise Business during signup and enter company details: registered name, trading name, registration number, and country.Wise

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The Essencial Guide to Buy Verified Stripe Account KYC and Account Verification in 2025 Starting to accept payments online feels amazing — it’s the moment your product or service becomes real. But behind that "Pay now" button is a whole compliance world built to stop fraud, protect customers, and keep your business legitimate. Stripe’s KYC (Know Your Customer) process exists to verify who’s behind transactions and make sure payouts go to the right place. Doing KYC properly protects you from account holds, frozen funds, or worse — account termination. This guide walks you from zero to verified, with practical, legal steps and real-world tips. ✅ 24/7 smmusazone instan Ripley.... ➤ Email: smmusazone@gmail.com ➤ Telegram: @smmusazone ➤WhatsApp: +1 (850) 247-7643 Understanding Stripe and KYC Requirements What is KYC (Know Your Customer)? KYC is the process financial services use to confirm the identity of customers and assess potential risks of illegal intentions (money laundering, terrorist financing, fraud). For Stripe, this means collecting identity documents, business registrations, tax info, and bank details. Why Stripe requires KYC Stripe is a regulated payments processor working with banks. Regulations—plus Stripe’s internal policies—require them to verify account owners and business activities. This keeps the platform safe and ensures funds flow to legitimate recipients. Which businesses and individuals need to verify Pretty much everyone who accepts payments and receives payouts on Stripe has to go through verification: freelancers, merchants, nonprofits, marketplaces, and SaaS providers. The depth of verification depends on your country, business model, and transaction volume. Preparation: Documents and Info You’ll Need Before you start the signup process, gather these items — it’ll save time and reduce verification friction. Personal identity documents Government-issued photo ID (passport, driver’s license, national ID). Proof of address (utility bill, bank statement) if requested. For non-US residents: passport is usually safest. Business documents (sole proprietorship, LLC, corporation) Business registration (Articles of Organization, Certificate of Incorporation). Operating Agreement (for LLCs) or shareholder docs for corporations. Doing Business As (DBA) registration if you operate under a different name. Bank account and tax information Bank account number and routing code (or IBAN/SWIFT for many countries). Tax ID/EIN (US) or local equivalent (VAT number, GST, etc.). Proof of account ownership sometimes required (bank statement showing account holder name). International seller specifics Rules vary by country — some require extra identity checks, tax registrations, or local bank accounts. Check Stripe’s docs for your country before proceeding. Step-by-Step: Creating a Stripe Account Signing up and entering basic info Go to stripe.com and click “Create account.” Use a business email and enter your legal name, business name, and address. Use accurate info — inconsistencies cause delays. Selecting business type and product categories Choose the correct business type (individual, sole proprietor, company). Select product categories that match what you sell — be honest here. Misclassification can trigger additional review. Adding owners and representatives Stripe requires information on people who own or have control of the business. For corporations/LLCs, list beneficial owners with 25%+ ownership and authorized signers. Provide IDs for each person as requested.

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How to buy Verified on RedotPay//Legitimate, Secure, and Fast Introduction Getting your RedotPay account verified unlocks higher transaction limits, merchant features, faster payouts, and improved credibility with customers. However, there’s a growing trend of offers promising to buy verified redotpay accounts — a shortcut that seems tempting but carries serious legal, financial, and security consequences.Buy Verified RedotPay Accounts Need More Data? Contact Us Now! ➤ Telegram:@smmtokyc ➤ WhatsApp: +1 (914) 520-5162 ➤ Email: smmtokyc@gmail.com This guide walks you through the legitimate verification process for individuals and businesses, explains exactly what RedotPay looks for, shows how to prepare your documents for a smooth approval, and explains safer alternatives if you need to speed up onboarding. Throughout, you’ll find practical tips to improve your approval odds and keep your account secure. Why verification matters (and what it unlocks) Buy Verified RedotPay Accounts Buy Verified RedotPay Accounts Verification is more than a checkbox. RedotPay uses identity and business verification (KYC/AML) to: Reduce fraud and chargebacks — verified accounts are less likely to be used in scams. Increase trust — customers and partners trust businesses with verified payment profiles. Raise transaction and payout limits — many processors restrict unverified accounts. Enable advanced features — certain API endpoints, merchant tools, or bank transfers may require a verified account. Comply with regulations — payment platforms must adhere to anti-money-laundering laws and tax rules.Buy Verified RedotPay Accounts Why you should never buy verified RedotPay accounts First, let’s be blunt: offers that promise to buy verified redotpay accounts or “pre-verified” accounts are dangerous. Here are the key reasons to avoid them: Terms of Service violations. Selling or transferring verified accounts typically breaches RedotPay’s user agreement. If discovered, RedotPay can freeze funds, close your account, or blacklist related accounts. Buy Verified RedotPay Accounts Fraud and liability. A sold account may have been created using false information, stolen identity, or used in prior fraudulent activity. If you operate using such an account, you risk legal action, loss of funds, or being implicated in crimes.Buy Verified RedotPay Accounts No guarantees. Sellers often disappear after you pay. There’s no guarantee the account won’t be reclaimed by the original owner or shut down by RedotPay. Security risk. You are giving money to an unknown party and depending on them to handle sensitive credentials. That exposes you to account theft, phishing, or malware. Reputational damage. If your customers or partners discover you used unapproved accounts, the damage to trust can be irreversible. Because of these serious downsides, buying is not a safe or sustainable strategy. Instead, invest time in legitimate verification — it protects you, your customers, and your business. What RedotPay typically requires for verification (check the platform for exact details) Though requirements can change and may vary by country, most payments platforms — including RedotPay — evaluate similar information:Buy Verified RedotPay Accounts For individuals: Government-issued ID (passport, national ID, driver’s license) — clear front and back photos. Selfie / liveness check — a live photo or short video to confirm the person matches the ID. Proof of address — a utility bill, bank statement, or official letter dated within the last 3 months. Phone and email verification — confirmed contact channels.Buy Verified RedotPay Accounts For businesses: Business registration documents — incorporation certificate, articles of association, or business license. Proof of beneficial ownership — list of shareholders or ultimate beneficial owners (UBOs).

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