A Quote by Reid Hoffman

When you turn a company profitable you've gone from a company whose days are numbered to a company whose days can be infinite. — © Reid Hoffman
When you turn a company profitable you've gone from a company whose days are numbered to a company whose days can be infinite.
A man reserves his true and deepest love not for the species of woman in whose company he finds himself electrified and enkindled, but for that one in whose company he may feel tenderly drowsy.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
Microsoft is a much bigger company than Qualcomm - a much bigger company - and there were a few days where I thought, 'I don't know if I can do this. It's huge.' My job was to come into the company and grow new businesses, and I thought, 'I'm not sure,' but it's all worked out pretty well.
You know, I'm behind my company. My company has been a big part of my life. And it's not that I been buying a company or that my father bought a company and tried to do something out of it. You know, it's not the same thing. It's my name, it's my company, it's my signature.
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
In one of his last newsletters, Mike Ranney wrote: "In thinking back on the days of Easy Company, I'm treasuring my remark to a grandson who asked, 'Grandpa, were you a hero in the war?' No,'" I answered, 'but I served in a company of heroes.
I'm out talking about this company (General Electric) seven days a week, 24 hours a day, with nothing to hide. We're a 130-year-old company that has a great record of high-quality leadership and a culture of integrity.
Once a company develops out of its consumer base, you will often see a well-funded multinational company come in and take over that space. The black-owned company either stays a niche company or just disappears. This is something we don't want to happen.
PepsiCo is a $63 billion company. Half the company is snacks, and half the company is beverages. We have a glorious snacks business and a glorious beverage business. We are extremely profitable. We are growing.
When a nanotech company matures and becomes a real business, it becomes something else. It becomes a biotech company or a cleantech company or a memory chip company. Nanotechnology has fueled the core innovations in electronics and energy.
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.
We were hoping to build a small profitable company; and of course, what we've done is build a large, unprofitable company.
A company can be an amazing company, but they can set their valuation of their company so high to where they price themselves out.
A wise man once said that a person is known by the company he keeps, but could then also add that the character of the company is known by the people it keeps for the longest days, especially at the strategic decision making level.
Do I regret taking the company public? Yes and no. Yes, because it put us under enormous pressure for a young company to go public at that point in its history, something you never could have done in the old days.
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