A Quote by Mark Pincus

I need to aspire to be a great CEO and not just a great product engineer. — © Mark Pincus
I need to aspire to be a great CEO and not just a great product engineer.
Not only do you need great lyrics, a great message, a great story, great vocals, great chords... you also need great instrumentation, great editing, great sonics, great mixing, and great mastering. It all comes together to make something truly great, and I think each element combines together to create a powerful impact on the consumer.
Great faith is the product of great fights. Great testimonies are the outcome of great tests. Great triumphs can only come out of great trials.
A great product will survive all abuse. Google Glass is a great product. How do I know? Every person I put it on (I did it dozens of times at 500 Startups yesterday) smiles. No other product has done that since the iPod.
To me, a great company starts with a great product and ends with a great product.
So in every sense, from an independent artist to a major label artist, you just have to have great product, great faith and great people, they all go together.
I'm not a great manager; I try to be a great leader. And for me, that's been going through a process of not how to be a great CEO but how to be a great Evan, and that's really been the challenge.
It's the disease of thinking that a having a great idea is really 90% of the work. And if you just tell people, 'here's this great idea,' then of course they can go off and make it happen. The problem with that is that there's a tremendous amount of craftsmanship between a having a great idea and having a great product.
When you watch women who are a great mom, a great wife, and a great CEO, like, it's very inspiring. Like, being friends with Jessica Alba makes you work harder.
I'd do a demo recording by myself, layering instruments on top of one another, and while that's fun, it doesn't have the same impact as getting some great players together in a great studio with a great engineer and producer, then waiting for the magic.
My dad was an engineer, and he became the CEO of Chevron. His was an engineer's mind-set: Everything's kind of a problem how do you approach the problem?
My dad was an engineer, and he became the CEO of Chevron. His was an engineer's mind-set: Everything's kind of a problem; how do you approach the problem?
Because we weren't having success finding a CEO, our investors insisted that we hire these managers a temporary CEO and CFO. That didn't go great.
Here's how Apple does marketing in a nutshell: Make a great product, then let people know about it. That's it. Neither aspect of that is easy, but the important thing is it has to happen in that order. It all starts with a great product.
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.
I argue that once it became clear that the most important function of the CEO was to develop and enact the corporate strategy, that often had the effect of distancing him from people below him in the organization. It also encouraged the idea that if a CEO were a great strategist for a company in one industry, he would probably be a great strategist in another industry. And that usually hasn't proved to be the case.
You can wear ruffles; you can be a jock, and you can still be a great computer scientist, or a great technologist, or a great product designer.
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