A Quote by Michael G. Rubin

I believe in building great companies. — © Michael G. Rubin
I believe in building great companies.
I turn to people who've been successful running networks, building production companies, building music companies, and people who have done it, and I ask them about their successes. And you will see them light up and give you all the information you need.
Bad companies are destroyed by crisis. Good companies survive them. Great individuals, like great companies, find a way to transform weakness into strength.
Great leadership and great companies aren't built overnight, and they're not built without capital. And capital can sometimes be counter-productive to building a great culture.
I believe companies like ours are going to be as large as media companies and social networking companies that are valued in the tens of billions of dollars.
I think that there are a number of older-guard technology companies who either genuinely believe or are hoping people will believe that companies aren't going to move to the cloud that quickly or that a very large amount of workloads will remain on-premises forever. I don't believe that.
We have a lot of really great companies in Canada, and I think there's always been this fear that 'great' in Canada doesn't mean great on a world stage. We need more self-confidence. We are building incredibly good businesses with incredibly good people, being loyal, dedicating themselves to solving important problems.
I've witnessed first hand the impact the Benchmark team has had on new ventures, and I believe their commitment to the entrepreneur and dedication to building companies of lasting value really set the firm apart.
I wrote 'Fight Song' as this declaration to believe in myself, and that is similar to what you are taught to believe in Girl Scouts. Building confidence. Building character. And above all else, being there for each other as a community.
One of the best investors around, Joel Greenblatt, has written a popular, charming and funny book about investing in great companies at low P/E multiples. To simplify an already simple book, great companies are generally measured as companies that can generate lots of profit without requiring a lot of capital. This means that they have high ROEs.
The rules of engagement around building a brand have changed significantly over the past 10 to 15 years. Where companies at one time could spread their message through traditional marketing, consumers now seek an enduring emotional connection with the companies they patronize. The foundation of that connection is the most important characteristic of building a world-class brand: trust. Trust with your people and trust with your customers.
One phrase we use at Stripe is, 'Most tech companies are building cars. Stripe is building roads.'
The American lionization of the entrepreneur is to ignore its foibles - the narcissism, the workaholism, the neglect of family, the imbalance, the obsession. These are not universally good things, though they are frequently universal to building great companies.
Our focus area would be recruiting people along with building great technology as well as building a great brand.
All great cathedrals began their building by the placement of a single stone. The building unit of a great society is the individual.
Building companies involves creating great wealth. If that means I am an oligarch, OK, it's fine. But if being an oligarch is about buying football clubs, it is not for me.
The best brands never start out with the intent of building a great brand. They focus on building a great – and profitable – product or service and an organization that can sustain it.
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