A Quote by Chamath Palihapitiya

If you're trying to get to profitability by lowering costs as a startup then you are in a very precarious and difficult position. You need to grow through profitability.
If you're trying to get to profitability by lowering costs as a startup, then you are in a very precarious and difficult position.
Money is just a consequence. I always say to my team, 'Don't worry too much about profitability. If you do your job well, the profitability will come.'
My goal in coming to General Motors was to help restore profitability, build a strong market position and position this iconic company for success. We are clearly on that path.
One of the things we urge Y-Combinator companies to do is to have profitability in grasp. If you need to get profitable before your A round of money, you ought to be able to do that.
The success of the Starbucks has been based on this balance between profitability and a social conscience. Everywhere we're doing business, were trying to manage the business through the lens of humanity.
If your goal is anything but profitability - if it's to be big, or to grow fast, or to become a technology leader - you'll hit problems.
If you can create even the illusion of high profitability for a few years, then when the thing collapses you can walk out of the wreckage a very rich man.
Too many startups get in the habit of continually raising more and more money, which has the deleterious effect of both pushing out profitability and limiting your exit options. The less rounds of capital you need to raise, the more of your company you get to own.
I think what Hollywood is learning at large is that there is profitability in stories that are culturally specific and that you can only address the universal through the specific.
I feel like a lot of entrepreneurs hear all this talk about profitability and realize they need to lower their burn. So, they just start chopping off perks and people.
Perfectionism is the enemy of profitability.
And then came the nineties, when management, suddenly frightened that they had ceded control to the players, sought to restore baseball's profitability by 'running the game like a business.'
I was working with an extraordinarily successful company that was doing a CEO succession, and the board was discussing the threats to the business. They were enormous, despite the company's strong market position. I then realized that there were no longer just turn-around periods for companies in trouble, that now variables that could drastically effect any business's profitability were not going to go away.
Everybody ought to relish profitability.
Profitability is the sovereign criterion of the enterprise.
Profitability is where growth takes place.
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