A Quote by Ram Shriram

Basically, I left Northern Telecom after 7.5 years of being in one company after school. And then, I ended up in a series of start-ups. The first of those was a company called Sitech, and they were in local area networks.
I ended up working in Michigan for a young company called Sycor out of Michigan, worked there, and that company got bought by Northern Telecom. We became the Bell Northern Research Labs of Northern Telecom.
I actually met one of my business partners [Neal Dodson] at the Governor's School summer program, so we've known each other since we were 15 and 16 years old, and we both ended up at Carnegie Mellon together. He started working for a producer out of school after a few years, and then we started the company together.
When I was in high school, I was the guy directing plays after class. I started my first theater company at 19, and my second theater company at 21. I've always been a guy who doesn't do well with the passive nature of being an actor.
Being in compliance with industry standards is less than 5 percent of what companies need to do to make food safe. Company after company finds that out after they have events.
I was really bored in school because I couldn't do what I wanted to do, which was act. And then when I was 14, a local TV company came to the youth theater, and they were auditioning kids to be in this new TV series.
One of the gamebook series I created, 'Fabled Lands', is also the name of my company, and the reason we named the company after it is that it was pretty revolutionary for its time.
Being a woman in control of a company - even a small private company, as ours was then - was so singular and surprising in those days that I necessarily stood out. In 1963, and for the first several years of my working life, my situation was certainly unique.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
In the years after I left Netflix, the company I co-founded, I didn't want to puff myself up or tear anyone else down.
I left acting for a couple of years to found my company, Wayfarer, and the first project I did was this documentary series I created called 'My Last Days' to remind us that our time is limited and to inspire us to do more and to be the best selves that we can be.
If you start a chocolate company, you can't compete with Cadbury in the first ten years because they are a big company.
Grieving, like being blind, is a strange business; you have to learn how to do it. We seek company in mourning, but after the early bursts of tears, after the praises have been spoken, and the good days remembered, and the lament cried, and the grave closed, there is no company in grief. It is a burden borne alone.
For those still outside the cult of Slack, it's a service - available as a desktop or mobile app, or a website - which is essentially a series of public chat rooms (called channels) on topics relevant to a company or to teams within a company.
I went to Indiana University for college for a couple of years where I double majored in dance and journalism, and after my sophomore year there, I went to the San Francisco Ballet school for the summer, but then they offered me a scholarship to stay for the year. That's where I danced after the year they offered me a contract with the company.
You have to live in Silicon Valley and hear the horror stories. You go and hang out at the cafes, and you meet entrepreneur after entrepreneur who's struggling, basically - who's had a visa problem who wants to start a company, but they can't start companies.
We got bigger, much scarier competitors. We ended up with Microsoft, a company with all the money in the world, the way I look at those guys. And IBM, another company that, historically, dwarfed us.
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