A Quote by Robert Herjavec

I never dreamed I could build a $100 million company. I just happened to build a $1 million company that became a $5 million company, and so on. — © Robert Herjavec
I never dreamed I could build a $100 million company. I just happened to build a $1 million company that became a $5 million company, and so on.
When I build something for somebody, I always add $50 million or $60 million onto the price. My guys come in, they say it's going to cost $75 million. I say it's going to cost $125 million, and I build it for $100 million. Basically, I did a lousy job. But they think I did a great job.
On the other hand, we raised $25 million by going public. It's that money that we used to build this company, to build the circulation, to build a high profile and to hire staff that made Salon what it is today.
The down market favours the small two-, three-, four-person company, not the huge company with 100 people losing half a million dollars a month.
One thing about open source is that even the failures contribute to the next thing that comes up. Unlike a company that could spend a million dollars in two years and fail and there's nothing really to show for it, if you spend a million dollars on open source, you probably have something amazing that other people can build on.
I saved $725 million on the 90 planes. Just 90. Now there are 3,000 planes that are going to be ordered. On 90 planes I saved $725 million. It's actually a little bit more than that, but it's $725 million. Gen. Mattis, who had to sign the deal when it came to his office, said, "I've never seen anything like this in my life." We went from a company that wanted more money for the planes to a company that cut. And the reason they cut - same planes, same everything - was because of me. I mean, because that's what I do.
I tried to build a company my father would have been proud to work for, that he would have looked back on and said, 'That's the company that honoured me, even though I don't have an education'. I wanted to build a company that had a conscience.
It wasn't until we got our first office in Palo Alto where things became more like a company. We never went into this wanting to build a company.
America is a nation of 270 million people: 100 million of them are gangsters, another 100 million are hustlers, 50 million are complete lunatics, and every single one of us is secretly in show business. Isn't that fabulous?
They say I'm worth either €200 million, €100 million, €50 million or €10 million, but that's something between God, the HMRC and myself.
The million, million, million ... to one chance happens once in a million, million, million ... times no matter how surprised we may be that it results in us.
There's only one thing that regularly keeps me up at night. Working with the greatest people in the world and knowing that they are counting on me to build a company that endures - a company where they can grow professionally. A company where they can build world-class products and be proud to work.
I wanted to see if you could put a prototype radio station on the Internet so you wouldn't have to invest $50 million or $100 million or $150 million to buy a transmitter and a frequency.
We were hoping to build a small profitable company; and of course, what we've done is build a large, unprofitable company.
I wanted to see if you could put a prototype radio station on the Internet so you wouldnt have to invest $50 million or $100 million or $150 million to buy a transmitter and a frequency.
I discovered that the best innovation is sometimes the company, the way you organize a company. The whole notion of how you build a company is fascinating." Steve Jobs
We want employees teaching each other what they know. We're tying to build a company so each person can achieve at a very high level - we're not just the engineering company or the design company.
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