A Quote by Heidi Roizen
I'm the classic old-school entrepreneur that says let's build companies of lasting value.
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I've witnessed first hand the impact the Benchmark team has had on new ventures, and I believe their commitment to the entrepreneur and dedication to building companies of lasting value really set the firm apart.
What an entrepreneur does is to build for the long run. If the market is great, you get all of the resources you can. You build to it. But a good entrepreneur is always prepared to throttle back, put on the brakes, and if the world changes, adapt to the world.
I'm not trying to be new school and I'm not old school - I'm classic. There's a lot of new cars and there's a lot of old cars, but I'm just classic in doing what I do.
Good entrepreneurs can manage, but no one but an entrepreneur can entrepreneur, let alone help build and lead the world's community of leading social entrepreneurs and their top business entrepreneur allies.
Nobody does just one thing. But the real difference between being an entrepreneur and everyone else in the world is the ability to monetize. I am an entrepreneur in the classic mold.
My high school had been a renovated old hospital, so when I first came to the UCLA campus in the spring of 1965, I was immediately impressed by the classic northern Italian architecture that was mixed with futuristic ultra-modern buildings. The classic architecture gave it the heft of old wisdom while the modernistic look inspired hope for the future.
There's nothing classic about what's around now. I am a bit old-school. There are some things that are never out of fashion because they just look good. But if you want classic style these days you have to get it made.
An entrepreneur is not what you call yourself, it's what someone calls you in recognition of what you've achieved. I call Richard Branson an entrepreneur. Rupert Murdoch called me one. Anybody who stands up and says: 'I'm an entrepreneur' needs shooting. You'll drive people crazy.
At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.
The most important job of the entrepreneur begins before there is a business or employees. The job of an entrepreneur is to design a business that can grow, employ many people, add value to its customers, be a responsible corporate citizen, bring prosperity to all those that work on the business, be charitable, and eventually no longer need the entrepreneur. Before there is a business, a successful entrepreneur is designing this type of business in his or her mind's eye. According my rich dad, this is the job of a true entrepreneur.
I'd like to see a return to old-school values, classic service and the old-world glamour of what dining - going out - is supposed to be.
There are 1600 German companies active in India, and some of them are more than 100 years old. Our companies value India as a location for manufacturing and as a market.
Successful business leaders who have helped build institutions of lasting value - all are committed to talent and a culture of excellence. This is usually accomplished by the identification, retention, and development of great people.
There's a value to getting the meal on the table every night, and there's a value to being an old-school kind of parent.
"Why is the creative entrepreneur the riskiest type to be?" I asked. "Because being creative means you are often a pioneer. It is easy to copy a successful and proven product. It is also less risky. If you learn to innovate, create, or invent your way to success, you are an entrepreneur creating new value rather than an entrepreneur who wins by copying."
We really wake up every day trying to build businesses. That is the goal of private equity. It's a misnomer out there that private equity profits by shrinking companies. In fact, it's just the opposite. Private equity creates value by growing great companies.
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