A Quote by Pavel Durov
When you start giving interviews like the CEO of an established company, it's just wrong.
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When you're starting a company, almost anything that can go wrong will go wrong, and it will probably look like and feel like you made the absolute wrong decision to start the company. If you're not absolutely determined to solve a problem or see something through, it might not make sense to keep going.
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Whether you are launching a start-up or leading an established company, you should start establishing your social media presence if you haven’t already.
My dad is into business and quite established. But I decided to pursue acting. Had I joined him I would've become the CEO of the company and things would've been easier for me.
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The biggest challenge is to build the team and start the company, while hiring people, raising money, building a brand which has no history, all at the same time. You're doing a lot of things that in an established company are already done.
I get so many questions in interviews about feminism, and I think the second you start separating femininity and masculinity and giving one more power than the other, that's like - everyone is a person.
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Because one of the main jobs of a CEO is to set the vision and strategy for the company, I'm a big believer in making one of the founders the default CEO.
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Maybe it's whiner's fatigue, but I'm getting tired of hearing about how hard it is to start a company and be a CEO. It's not that hard.
I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.
A congressman actually apologized to BP's CEO for the way the company has been treated. How stupid are you when the CEO of BP is in the room and people think you're the moron?
Somebody asked me 'what's the job of a CEO', and there's a number of things a CEO does. What you mostly do is articulate the vision, develop the strategy, and you gotta hire people to fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful, if you have the right vision, the right strategy, and good people.
I think people tend to underestimate you when you have a Northern accent, for instance if you have to talk to the CEO of an international company. But then when I'm talking to someone in a factory, it's just like being with my mum's mates.
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