As the company grows and about this 25 or so employee size, your main job shifts from building a great product to building a great company.
I myself am a builder and get totally excited about building Yahoo! as a brand and building it into a bigger and better company. That's what I intend to do.
I've said all along that we're building Axovant as a lasting company for the long run, not to hand over that upside to a pharma company in the future.
I've had a terrific life, from building one company to be the second largest company in the securities industry and merging that into American Express, and becoming president of that company.
MindTree has grown into a strong company and has a great leadership team at its helm which can continue to propel the company in the future.
In many ways I think the company's doing quite a good job. If you look at the transition to Office 365 we started when I was there, I'm excited about that and I think the company's doing a great job on that.
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.
The only reason I was able to accomplish things is the great people willing to work with me. A company is a group of people organized to create a product or service, and that product or service is only as good as the people in the company - and how excited they are about creating it. I do want to recognize a ton of super-talented people. Without them, I would have accomplished very little. I just happen to be the face of the companies.
Over the last ten years, technological advances have dramatically lowered the financial bar for starting a new company, but the courage bar for building a great company remains as high as it has ever been.
We have built a company with a business mix and operating system that will allow us to deliver record results in any foreseeable economic climate, ... We have just completed a very successful management transition and I've never been more confident about the company's future.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
I'm very excited by biomass and biofuels. We have a company, KiOR, that turns biomass - for instance, wood chips - into gasoline. The potential value of this company is huge. It could compete with regular crude oil without subsidies.
One classic mistake is when people give the impression that they just want a job, not this job or this company in particular. From a hiring manager's perspective, you're looking for someone who is excited about this role or this company.
If there's a car company, and you have another car company, you don't stop building your car and company because there are others.
The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.
One of the great things about building a tech company is the amazing people that you can hire.