A Quote by Julia Hartz
It's important for founders to think about how they would build their company from scratch - again.
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Founders should think of their company as a product and build it and shape it with the same passion and care.
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.
We always talk about how you have to build a brand from the inside out, not the outside in. Brands are not wrappers. Brands are based on the values of the founders, and then they spread to the people who work for the company, and then that psychological contract is spread to the customer.
There has been an intention since day one that it's as important to us that we build profits as much as we build a wonderful culture and a lasting legacy of a great company. We've created this inclusive environment that's very thoughtful in terms of how we can create allyship, how we create mentorship, and what kind of voices are heard.
I love writing novels, but I'm very fearful about writing something from absolute scratch. I kind of don't have the time to write something from scratch. I think when my knees completely give out, and I can't make films anymore, I would try to write novels from scratch.
The stage of investing that I do is seed stage, so it's really early. Here's a pair of founders who maybe have a prototype. They have a little bit of traction, maybe one employee, tops. At that stage, you really, really can only evaluate a company based on those founders and what they've been able to build. It's very, very team driven.
Essentially, you have to be aware of a crisis happening: 'Can the company go on if I get hit by a bus?' That's, I think, how you build a great company and something that can scale.
Of all the things that your company owns, brands are far and away the most important and the toughest. Founders die. Factories burn down. Machinery wears out. Inventories get depleted. Technology becomes obsolete. Brand loyalty is the only sound foundation on which business leaders can build enduring, profitable growth.
I said, 'Who said African American founders can't build a billion dollar company?'
I discovered that the best innovation is sometimes the company, the way you organize a company. The whole notion of how you build a company is fascinating." Steve Jobs
I think that if companies build for diversity from the beginning from the ground up, that's definitely the ideal state for how to build diversity into your company.
Told you not to tell her.” “That's not how I work things. That's not how you build a relationship.” “Build a relationship.” Ryder snorted as he sent the drill whirling again. “You've been reading again.” “Blow me.
Whatever the founder cares about, whatever the founders think are the key goals, that's going to be what the whole company focusses on.
I think the one-on-one gigs connecting with the fans - is the most important thing. That will help build your fan base. They'll talk about you, and word spreads. Those things are just as important as knowing how to play an E chord.
What I tell founders is not to sweat the business model too much at first. The most important task at first is to build something people want. If you don't do that, it won't matter how clever your business model is.
The reality is the only place a company's culture is going to start and end is at the beginning of that company. And it always starts with the founders. So if you can't create an environment of founders and founding employees who are going to represent the company you want, then you are never going to get there. You have to look at your own network and find what you are missing. So if you don't have a female or someone who has an international perspective or a person with a bio degree, but those perspectives matter to the firm or product you want to create, then it's never going to work out.
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