A Quote by Jared Isaacman

In fact, Mario Parisi and my father are probably the two most inspirational figures when it comes to my growth as a company leader. — © Jared Isaacman
In fact, Mario Parisi and my father are probably the two most inspirational figures when it comes to my growth as a company leader.
Benazir Bhutto was an inspirational leader and an inspirational woman.
He that would run his company on visible figures alone will in time have neither company nor figures.
I start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.
We should get into the habit of reading inspirational books, looking at inspirational pictures, hearing inspirational music, associating with inspirational friends.
My dad always said there's four phases in an actor/director's life. There's 'Mario Who?' There's 'Get me Mario!' 'Get me a young Mario,' and 'Mario Who?'
Do you think it interests me that this painting represents two figures? These two figures existed, they exist no more. The sight of them gave me an initial emotion, little by little their real presence grew indistinct they became a fiction for me, then they disappeared, or rather, were turned into problems of all kinds. For me they are no longer two figures but shapes and colours, don't misunderstand me, shapes and colours, though, that sum up the idea of the two figures and preserve the vibration of their existence.
The great and rare mystics of the past . . . were, in fact, ahead of their time, and are still ahead of ours. In other words, they most definitely are not figures of the past. They are figures of the future.
I don't let Mario appear in just any kind of game. Mario could not appear in Zelda games. They are two distinct game worlds.
Fathers are so necessary as examples and guides for our children in wisdom and virtue. Without father figures, young people often feel orphaned; left adrift at a critical moment in their growth and development.
One of the difficult things in a high-growth company is that, even with the best intentions, the company moves so fast, and growth happens so regularly. When you move at that rate, you have to be willing to change, and you have to be willing to take advice.
Wright is a visionary with a great strategic mind, and he's a strong business leader with outstanding people skills, ... He's a terrific guy and will be a key force in guiding the company's future growth.
I always thought that Mario was kind of the bad guy - because if you knew about the game, there was supposed to be a back story where Mario was teasing the ape, and the ape stole his girlfriend, and this was kind of karma for Mario, you know?
The company I invested in is probably a leader in that area. They're a company called Second Spectrum, which happens to be based in LA but was started by two USC computer-science professors. It's filled with guys who love sports, who played sports, but really look like programmers.
Looking at polls of Arab public opinion, you look at popular figures, the most popular figure is the prime minister of Turkey, Erdogan, and then it goes down the list. You get Osama Bin Laden, Saddam Hussein, you don't get Obama, or in fact any western leader. The public doesn't want the whole imperial project. So if you had democracy, it would be all over.
A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.
After that, we had a short conversation about how your body can sometimes seem totally separate. She said her body can feel like a distant bureaucracy controlled by telegrams from her brain, and I said my body is sometimes like that of Mario Mario, being controlled with a Nintendo joypad. Mario's surname is Mario.
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