A Quote by Aaron Ross

Of course you want more revenue, but what good is it if it isn't predictable? — © Aaron Ross
Of course you want more revenue, but what good is it if it isn't predictable?
Of course I want to look nice and have a good appearance, but more than the outer shell, I want people to want to be around me for my heart.
I've found that luck is quite predictable. If you want more luck, take more chances. Be more active. Show up more often.
No matter what I do, no matter how predictable I try to make my life, it will not be any more predictable than the rest of the world. Which is chaotic.
If we want to increase revenue, we need more taxpayers. The way to do that is employ more people.
I decided I could develop a toy and get some revenue from that and then use that revenue to really become an inventor and work on some of the more challenging projects I had in mind.
A good golf course is like good music or good anything else; it is not necessarily a course which appeals the first time one plays over it, but one which grows on the player the more frequently he visits it.
The original idea was to make it easy to publish content on the Web and find an audience. What we learned from publishers is that the thing they want the most is more readers and more revenue.
The recipe for success . . . customers will get what they want, when they want it . . . you will see more revenue, greater brand loyalty, real relationships, and a competitive edge.
When you prohibit failure, you kill innovation. If you kill innovation in fundraising, you can't raise more revenue. If you can't raise more revenue, you can't grow. And if you can't grow, you can't possibly solve large social problems.
What you really want to do is sit down and find a place that you can control government spending and raise more revenue.
Now, in economic crises times, the kind of things you're looking at is it's generally harder to get capital, revenue growth may be more, revenue lines may be unstable or growth may be less easy to predict that you're going to get to. And so what you do is you take a certain conservative approach of when, as all entrepreneurs should do, you plan for both good luck and bad luck, you put extra time on, "Okay, if I have bad luck, what do I do about that?"
The fact that people will be full of greed, fear, or folly is predictable. The sequence is not predictable.
The evasion of justice within academia is all the more infuriating because the course of sexual harassment is so predictable. Since I started writing about women and science, my female colleagues have been moved to share their stories with me; my inbox is an inadvertent clearinghouse for unsolicited love notes.
Hooks need to be predictable and not predictable at the same time.
Companies that acquire startups for their intellectual property, teams, or product lines are acquiring startups that are searching for a business model. If they acquire later stage companies who already have users/customers and/or a predictable revenue stream, they are acquiring companies that are executing.
You're not changing the world at $500 million in revenue. You start making a true difference when you're doing billions in revenue.
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