A Quote by Don Drysdale

It's a bottom line business where a lot of gray suits are brought in and then, within two years, these guys suddenly know everything about baseball. — © Don Drysdale
It's a bottom line business where a lot of gray suits are brought in and then, within two years, these guys suddenly know everything about baseball.
When I was a kid, my goodness, corporate America was a bunch of stolid white guys in gray suits trying to be serious, and now it's stolid white guys in gray suits trying to be funny.
When you look at men's fashion magazines, you see a lot of well-groomed guys in suits, but very rarely do you see a lot of guys in drop-crotch and hoods with high-tops. It's coming, though, because guys in suits and short hair are beginning to look like they're from another time.
A lot of guys sometimes, you know, you might see them get angry at a line call, and suddenly they start playing better tennis.
Before you worry about what genre it is, about whether it's a loop or a drum, it's about what suits the song. It's using what's within your reach, but also reaching for everything you can. I don't know if I always get it right, because I don't know every sound yet.
When it comes to films, so much is in the hands of bottom-line guys. There's a lot of fear involved there, and not a lot has to do with the vision of the artist.
Really, I have to laugh because there was a whole set of stories that made me sound like the Dragon Lady, you know, 'tough this and tough that.' Then there is this business about 'gooey.' The bottom line is I am a pragmatic idealist.
My role models in the business were the older guys on my team when I first got there: Gray Scott, Adrian Smith, Roland Taylor. These were the guys who took me under their wing, and really schooled me in terms of what the business was about.
It's not about revenues: The fundamental economics in digital business is scale and margins. The top line has become the bottom line.
It’s not about revenues: the fundamental economics in digital business is scale and margins. The top line has become the bottom line.
You know, when you look at it, a lot of the time you have guys that have one or two good years - you know, really, really special years - but then they don't do anything after that. But, like, to be at the top of the game year in and year out consistently has really always been the goal.
A lot of guys would prefer to go the business route by getting as much as they can for the least amount of risk than to actually put everything on the line.
Hazel had read enough books to know that a line like this one is the line down which your life breaks in two. And you have to think very carefully about whether you want to cross it, because once you do it’s very hard to get back to the world you left behind. And sometimes you break a barrier that no one knew existed, and then everything you knew before crossing the line is gone. But sometimes you have a friend to rescue. And so you take a deep breath and then step over the line and into the darkness ahead.
When I went to Spain two years ago, I only knew three Valencia players. I didn't know anything about La Liga, and within six months, I knew everything. I was speaking another language and knew everything about the game, so I am a fast learner.
We need an honest bottom line. Today that bottom line is vastly subsidized. If anyone of us were paying the full cost of oil our bottom lines would be very different. If you internalize the cost of oil, look at the cost of the war in the Middle East or the cost of global warming for future generations, if you internalize those external costs and what you pay, that bottom line would look very different, what ever business you are in.
Bottom line is, if you turn the ball over to a team that isn't as good, you then have brought them up to your level.
I used to think I knew what was right and what was wrong, and who the good guys are, and who the bad guys are. Then the world got very gray, and I didn't know anything for a long time
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