A Quote by Cheryl Yeoh
When I started my company in the U.S. I was always told by my mentors, 'If you want to start a tech company, you need a technical co-founder,' because outsourcing just doesn't work. It is too slow, it is too expensive, and the product is going to change a lot.
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Obviously solving the education problem is big and complex, and there's already so many failings, but coding is the new fluency. This is the most valuable skill of this century. If you want to be a founder of a company, and not even just a tech company, but like a founder of a company, because I'm telling you software is going to play a role.
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.
The reality is the only place a company's culture is going to start and end is at the beginning of that company. And it always starts with the founders. So if you can't create an environment of founders and founding employees who are going to represent the company you want, then you are never going to get there. You have to look at your own network and find what you are missing. So if you don't have a female or someone who has an international perspective or a person with a bio degree, but those perspectives matter to the firm or product you want to create, then it's never going to work out.
With the premise that we look for technical co-founders to run a company, I view myself as being a coach to that technical co-founder. I can help them with their business issues, with the growth issues of taking a company from a very early stage to something much larger.
I always had a very strong sense of responsibility, so the minute I started to work in fashion, I was always tremendously serious-too much sometimes. Of course, you can make a lot of mistakes in this job-I still do-but you need to limit them as much as possible. When you're responsible for such a huge company, you cannot play too much. In the beginning, I was working 20 hours per day and I was going crazy. I learned that I needed to delegate and to trust the people around me, but there is still not one element that I don't see or edit or discuss with my people.
A lot of players are slow to change, you're playing good,( you think) why do I want to mess with that ? It takes a lot of testing, a lot of practice and observation of the ball, especially under competitive circumstances, to realize this is a better product and I need to start using it.
Starting a company in San Francisco when we did usually meant it was destined to be a data-driven tech company. But that didn't seem to fully encompass what we wanted with Airbnb. When we tried looking through a tech lens, it didn't work. The humanity was missing.
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.
Whenever I talk to people who founded a company, I often like to ask the prehistory questions 'When did you meet? How long have you been working before you started the company?' A bad answer is, 'We met at a networking event a week ago, and we started a company because we both want to be entrepreneurs.'
The first thing that was intimidating was when I started rehearsing to play Riff in the London company. That first day of rehearsal, I thought, 'Oh my God, I'm never going to learn this. I'm too slow.'
When it comes to creating a product or running a company, you need to prioritize the goal of the company or the creation of the product over and above every personal interaction you have.
When you work for a company you always, well I know, I try to give advice to young kids and other peers that when you work for a company you just don't want to be an employee, you want to be an asset.
I was always told that I was too small, too skinny, too slow, not tough enough, and I never ever believed what people told me.
I was literally told for 'The Show Goes On' that I shouldn't rap too deep. I shouldn't be too lyrical. It just needs to be something easy on the eyes. Like a record company telling Picasso that we don't need these abstract interpretations of life, where people have to sit down and look at it and break it down.
When I started my company, many people said I shouldn't launch it as a retail concept because it was too big a risk. They told me to launch as a wholesaler to test the waters - because that was the traditional way.
When I was about 6, my cousin was very active in a Filipino repertory company, doing musicals and plays. Her aunt was one of the founders of the company, and she told my mom that there were these auditions for 'The King and I,' and that they needed kids. I auditioned, got in and the love affair started from there and just kept going.
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