A Quote by Henry Blodget

Everything I have is a private company. And even though a public company's a great thing, it's great for financing and all of the stuff you need to do. I'm not answering to anybody but my wife and my children and the people who work for me, and my partners.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
I tried to build a company my father would have been proud to work for, that he would have looked back on and said, 'That's the company that honoured me, even though I don't have an education'. I wanted to build a company that had a conscience.
There's a final exam in venture every four to six years. The scary thing is you need to get an 'A' in every discipline. You need to be on generational planning, need to be on great deal flow, need be on great outcomes, you need to be on great company building.
It is much more convenient not to be a public company. As a private company you don't have to give information to the public. Secrecy is an important factor of success in the commodity business.
There are certainly valid reasons for taking a company private, and it's also possible that C.E.O.s perform better when monitored by a small number of owners in a private company rather than by the dispersed and often uninterested shareholders of a public corporation.
Given a choice between great food and boring company or boring food and great company, I'll take the great company any day.
I'm from the school that great performers and great leaders create more great leaders. Give people other experiences, other responsibilities. Have them join organizations within the company and outside the company.
I have never run a public company. I spent my entire life working for a private company.
There's only one thing that regularly keeps me up at night. Working with the greatest people in the world and knowing that they are counting on me to build a company that endures - a company where they can grow professionally. A company where they can build world-class products and be proud to work.
The reason people come to work for GE, they want to be apart of something bigger than themselves, they want to work for a company that makes a difference, a company that is doing great things in the world.
My idea of good company is the company of clever, well-informed people who have a great deal of conversation; that is what I call good company.
Even if a company is taken private, at some stage people want to make it public.
Most of the time, when you need something at a company, you make it. If you want to sell a product, you create it. If you need a head of marketing, you hire one. If you want to create a great company culture, what do you do? The lack of a clear answer on this is why I believe most companies don't have a great culture.
Going public for the sake of going public is not really an optimal thing. You're going public because as a company you believe it is the right thing to do and it will benefit the ability of the company to achieve its long-term objectives.
These guys sit in the Senate - even though he misses most of the votes, by the way - but he sits in the Senate and listens to this stuff all the time.I'm out working, producing jobs all over the place and building a great company.
Intel's a great company, and Microsoft is a great company. Everybody seems to do a lot better when there is competition.
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