A Quote by Brad Feld

At Foundry Group, we always look for companies that we think build magic into their products. Occipital has been one of those companies. — © Brad Feld
At Foundry Group, we always look for companies that we think build magic into their products. Occipital has been one of those companies.
If Canadian companies want to sell products to the E.U., they have to prove those products conform with E.U. product safety, health and environmental rules. This involves extra bureaucracy, controls and paperwork. If the U.K. had a Canada-style deal with the E.U., U.K. companies would have to do the same.
Many financial and industrial companies have been bailed out with the public's money, but very few of those who had run those companies have been punished for their failures. Yes, the top managers of those companies have lost their jobs - but with a fat pension and mostly with a handsome severance payment.
Since Snowden went public, companies such as Apple and Google - two of the world's most valuable companies - have incorporated much greater encryption into their products and have also been at pains to show that they will not go along with U.S. government demands to access their encrypted products.
I see "demand creation" as a 20th-century construct that's bound up with advertising. It's an outmoded view of marketing that says, "First, we build a product or service, then we advertise it into people's lives." Embedded this view is the belief that companies control brands. This is a myth. My message all along has been that brands are actually created by customers, not companies. Companies only provide the raw materials - the products, messaging, behaviors - that people use these to create brands.
The companies sending Alabama-made products to markets across the world are not just large, multinational companies, but also small and medium-sized companies located in communities across the state.
During dark times, real entrepreneurs come out. They are not competing with 10 look-alike companies for engineering talent, so it's a great time to invest and help build companies.
It used to be that American and European companies built their products in low-wage countries, separated by great distances from the innovators who developed the products and the markets where they were sold. But companies increasingly find that is an outmoded way of doing business.
All companies are service companies; some also manufacture products.
I have shifted my mindset in terms of how companies should... focus on building amazing products. If you have amazing products, the marketing of those products is trivial.
I believe that technology has the potential to change the fate of nations, industries and companies, as well as the context of our lives. I want to help build the companies that take the risks needed to make those kinds of real changes in the world.
What we are saying is, we've got three aluminum factories, let's work with that, we cannot change that. Why not have the Icelandic people who are educated in high-tech and work already in those factories in the higher paid jobs, why not let them build little companies who are totally Icelandic with the knowledge they have? Then they get the money and it stays in the country. Then we can support the biotech companies and the food companies and all these clusters. I think that if you want to be an environmentalist in Iceland, these are the things you've got to be putting your energy into.
Your money is power, so be aware of the products you're buying and the companies you're supporting to make sure you're helping the companies that are leading the way in sustainability.
The focus of our public discourse has been on how American companies are competing with Japanese, German, and other foreign companies. What this allows us to ignore is how each of those American companies is really in competition with the families of the workers. That's the real competition.
Imagine if the pension funds and endowments that own much of the equity in our financial services companies demanded that those companies revisit the way mortgages were marketed to those without adequate skills to understand the products they were being sold. Management would have to change the way things were done.
A lot of very popular mainstream artists are products of record companies and marketing companies, and any time anyone can stand outside of that, that's interesting.
When screening engineers from other companies, its smart to value engineers from great companies more than those from mediocre companies.
This site uses cookies to ensure you get the best experience. More info...
Got it!