A Quote by Zoe Kazan

We all have our essential nature. If you're good with numbers, you don't even know you're good with numbers because that's how your mind works. — © Zoe Kazan
We all have our essential nature. If you're good with numbers, you don't even know you're good with numbers because that's how your mind works.
I mean it's the most objective industry in the world. If your numbers stink, you're out. If your numbers are good, you get more money. It's the most Darwinian, it's beautiful, it's brutal, it works.
But the nature of our civilized minds is so detached from the senses, even in the vulgar, by abstractions corresponding to all theabstract terms our languages abound in, and so refined by the art of writing, and as it were spiritualized by the use of numbers, because even the vulgar know how to count and reckon, that it is naturally beyond our power to form the vast image of this mistress called "Sympathetic Nature.
I ask people what they do in sales, how much money they made last year, what their cost of sales is, and they don't even know. If you don't know your numbers, you're going out of business. I don't care how good your product is.
I like it when you buy something and pay with a credit card, they put your credit card on the receipt, but only the last four numbers. Aha! I'm really good at guessing twelve numbers. I can't guess 16 numbers, so thanks for the assistance!
It's a very, very tough market. So unless you do a really good job, you buy the right products from the manufacturers, you service the customer, they keep coming back, they bring their friends in, it's all about numbers, numbers, numbers.
There were a lot of people on the other side of the field saying, 'Maybe he's doing this, not doing that.' It's good to bounce back the year after and put up some good numbers, so they know that you're a guy who works.
Numbers have always been massive to me. I was told at an early age that if you affect the game, and if your numbers are good in terms of goals, assists, chances created, the manager finds it hard to bring you off or to not involve you.
I don't know why people don't want to talk about their numbers. I guess in a sense, there's a bit of performer nudity, a bit of ego nudity when you expose your numbers, I guess because someone's are higher or someone's are lower. I've never really talked about the numbers with anyone, so maybe I'm not supposed to.
A good sound and speaker system is essential to blare Bollywood numbers.
We had a couple of films that, in the course of working on them, the budget shrank to the point where we couldn't make it. They literally ran the numbers: They took our numbers and the stars' numbers, and when they calculated whether we could make our money back or not, it said no.
I know a few CEOs who delegate the understanding of their financials and their business metrics to the CFO, and then stop worrying about all that 'numbers stuff.' Don't do that. You have to know your numbers inside and out - they are your life blood.
I didn't leave Wall Street because the work was against my nature - I do have a pretty good head for numbers. I left because I had this love for writing.
What matters is the quality of your show. In my opinion, numbers will fluctuate but you need to be honest with what you are offering to your audience. There are shows that have super high numbers but then you can't even sit through those.
The transfinite numbers are in a certain sense themselves new irrationalities and in fact in my opinion the best method of defining the finite irrational numbers is wholly disimilar to, and I might even say in priciple the same as, my method described above of introducing trasfinite numbers. One can say unconditionally: the transfinite numbers stand or fall with the finite irrational numbers; they are like each other in their innermost being; for the former like the latter are definite delimited forms or modifications of the actual infinite.
Hard numbers tell an important story; user stats and sales numbers will always be key metrics. But every day, your users are sharing a huge amount of qualitative data, too - and a lot of companies either don't know how or forget to act on it.
I do not keep a track of numbers as such, but I am definitely aware of how a film of mine is doing when it is playing in theatres. More than the numbers, it is important to know how the audience is reacting to the film.
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