I want to create something like Sony. Not in terms of manufacturing products but creating something that is innovative, makes money, improves peoples' lives.
If Canadian companies want to sell products to the E.U., they have to prove those products conform with E.U. product safety, health and environmental rules. This involves extra bureaucracy, controls and paperwork. If the U.K. had a Canada-style deal with the E.U., U.K. companies would have to do the same.
We've got a portfolio of companies that range all the way from hotels to television stations and cable TV companies, oil and gas, consumer products, and industrial products. If there's anything that I want to know more about, I have the opportunity. It's right in our portfolio. I can spend time at the factory or with the manangement and learn as much as I want. You can't get bored doing that.
We need to create brand institutions. In the fortune 500 companies, 5 Indian companies are named while 15 are from China though we have similar kind of populations.
By saying Make in India, we are not only inviting companies for cost-effective manufacturing, but also giving them an opportunity of a large market for their products.
We need people building companies all over the country to innovate in aviation, consumer products, education, health, cybersecurity, biotech, manufacturing, and everything in between.
Every American business, from the biggest companies to small hardware companies, need money to flow through the system not only to create new jobs but to sustain existing jobs.
Our Animal Sanctuary initiative has many layers. We are aiming to create a place where abandoned and bullied creatures come together with bullied youth. We feel that bullies have leadership abilities, albeit these abilities are totally skewed and misdirected.
In Wisconsin, we have got a lot of agricultural products that are exported. We have a lot of manufacturing products that are exported. I don't want to engage in a trade war.
Indian companies have a very exciting global opportunity, Indian companies are well-respected globally, doors of business are more open. So that has been a focus for us, how do we globalise faster?
We passionately set up a programme that we call the Indian gun programme. I challenged Colonel Bhatia, who heads our defence business, that let's build an Indian gun. There's a belief that Indian companies aren't capable of this, and we want to prove them wrong, as we did in components.
Buy products of genuine lasting value from brands that take their manufacturing seriously. I have things that are 75 years old, like the dinner suit of my grandfather's that was made in 1933 by a tailor in Edinburgh. Clothes develop stories. You can remember where you've been through clothing that you've worn. I want products that are going to endure. I hate that we buy things that are disposable. We need to buy products with integrity.
It used to be that American and European companies built their products in low-wage countries, separated by great distances from the innovators who developed the products and the markets where they were sold. But companies increasingly find that is an outmoded way of doing business.
I don't just want to create products. I want to reach into people's hearts and minds. I want to create memories.
When a manufacturing engineer is hired to create new products but insists on sharing his "wisdom" in accounting with the company controller, he is not going to last long in that company.
Over the years of running Into The Gloss, I began to see a gap in the way beauty companies were creating products and marketing them to women. There wasn't one brand that really spoke to girls like me, who created products for real life. So we set out to create that brand with Glossier.