That ended quickly.
Less than two months ago, Paul Singer let AT&T know all of the ways he thought it sucked: It sucked in the boardroom, where it really should have the CEO and chairman roles separated, and also a few Eliott Management representatives. It sucked in terms of strategy, and should both stop buying giant things, and un-buy several of the giant things it had already bought, like DirecTV, for instance. And, thanks in part to those things and other smaller areas of suckage, it sucked in the market, where it was trading for roughly half what it should be.