A Quote by Karen Katz
I am honored to join the Under Armour Board, and look forward to seeing how a founder and CEO operates a dynamic and fast-growing company known for innovation and its competitive edge.
Related Quotes
I am excited to join the Workday Board at an exciting time in the company's growth and look forward to leveraging my past experience as a technologist and entrepreneur to provide advice as they continue to look at new areas of growth.
I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.
I am honored to be named chairman of Duke Energy's board and privileged to lead our company forward for our customers, employees, and shareholders.
You don't think, when you start a company as the founding CEO, that if your venture actually works, you end up with three jobs: founder, CEO, and chair of the board. The first eight years at Bonobos, I have learned a lot about the tension between the first two. It didn't even occur to me that I had the third job until much later.
All too often, a corporate innovation initiative starts and ends with a board meeting mandate to the CEO followed by a series of memos to the staff, with lots of posters and one-day workshops. This typically creates 'innovation theater' but very little innovation.
The thing that's confusing for investors is that founders don't know how to be CEO. I didn't know how to do the job when I was a CEO. Founder CEOs don't know how to be CEOs, but it doesn't mean they can't learn. The question is... can the founder learn that job and can they tolerate all mistakes they will make doing it?
As co-founder and CEO of an AI company, I am used to there not being many women in the room, especially in AI.
There is almost nothing more painful for a leader than seeing good people leave a growing organization, whether it's a priest watching a Sunday school teacher walk out the door or a CEO saying goodbye to a co-founder.
The role of a founder-CEO is extremely lonely. You can't always be fully forthcoming with your board or investors or employees.
I'm a competitive person by nature, and I have been in competitive companies, and I love to compete - joining a company where, certainly, there is a real fire in the belly to compete and bring that energy is something I look forward to.
I am excited to join Combate Americas on NBC UNIVERSO, and look forward to building this incredible MMA sports brand and supporting the extremely talented athletes on its growing roster.
When I was 28, running products for a company I'd co-founded, the CEO called to say that I had a problem with the board, that I probably couldn't overcome it, that I'd have to leave the company.
The people of Ankh-Morpork had a straightforward, no-nonsense approach to entertainment, and while they were looking forward to seeing a dragon slain, they'd be happy to settle instead for seeing someone being baked alive in his own armour. You didn't get the chance every day to see someone baked alive in their own armour. It would be something for the children to remember.
Meetings are the linchpin of everything. If someone says you have an hour to investigate a company, I wouldn't look at the balance sheet. I'd watch their executive team in a meeting for an hour. If they are clear and focused and have the board on the edge of their seats, I'd say this is a good company worth investing in.
It's easier to coach a technical founder how to be CEO and manage a business than it is to teach a professional CEO the nuances of that particular business.
I am deeply honored by the trust the board has placed in me to lead Duke Energy. I have a high degree of confidence in the strength of our company's leadership and dedicated employees.
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