A Quote by Carol Loomis

Larry Fink, 61, tall and outgoing and passionate about his business, is the chairman, CEO, and co-founder of the largest asset-management company in the world, BlackRock.
You meet with a CEO or founder. You talk about sales, engineering, product management and give some ideas or suggestions. And the founder quickly understands that you really can help them both operationally and from a strategic standpoint.
I think there are probably too many asset management companies in the world, and I think the place to be is either big or small. The area where it is probably more difficult to be is in the middle ground, where you've got that cost of regulation, you've got the cost of buying your own research, you've got all the costs of running an asset management company without the benefits of a big income producing asset.
It's easier to coach a technical founder how to be CEO and manage a business than it is to teach a professional CEO the nuances of that particular business.
I was first hired at Staples in 1992, by company founder Tom Stemberg and eventual CEO Ron Sargent, to be the first director of marketing and merchandising for the catalog business.
Individual participation in the stock market through 401(k)s helped fuel the go-go days of Wall Street in the 1980s and birthed asset management juggernauts like Fidelity, Vanguard, Pimco, BlackRock, and dozens of others.
Our business is all about helping someone - a founder, a CEO - building a great business. It's not about seeing our names in the press.
I think the asset management industry, especially in the US, is going through a pretty tough time. If you talk to the CEO of a US asset manager, morale would be at a low, even though stock markets are at almost record levels.
I'm also the chairman of the board of Symantec, which is the world's largest cybersecurity - software cybersecurity company.
You don't think, when you start a company as the founding CEO, that if your venture actually works, you end up with three jobs: founder, CEO, and chair of the board. The first eight years at Bonobos, I have learned a lot about the tension between the first two. It didn't even occur to me that I had the third job until much later.
My role is more like a chairman and founder. I am used to overseeing the company's heritage and our strategy.
As a serial entrepreneur, angel investor and public company CEO, nothing irks me more than when a startup founder talks about wanting to cash in with an initial public offering.
If you're co-founder or CEO, you have to do all kinds of tasks you might not want to do. If you don't do your chores, the company won't succeed. No task is too menial.
I feel that the best companies are started not because the founder wanted a company but because the founder wanted to change the world... If you decide you want to found a company, you maybe start to develop your first idea. And hire lots of workers.
By the time I stepped down as Xerox's CEO in 2009 - and as chairman in January 2010 - Xerox had become the vibrant, profitable and revitalized company that it still is today. What made the difference was a strong turnaround plan, dedicated people and a firm commitment from company leaders.
As you would expect, I come from a business background, and the idea that a finance director would be somewhat not working closely with the CEO of a company is very strange to anyone in the business world.
I run the largest survey company in the world. It just so happens to be the second-largest company run by someone in my house.
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