A Quote by Kevin O'Leary

Building fast-growing, globally competitive companies is tough. — © Kevin O'Leary
Building fast-growing, globally competitive companies is tough.
With liberalisation, Indian industry gained international exposure because of which it became imperative for companies to rework their strategies to become globally competitive.
Wipro is one of the fastest growing companies regionally and globally, and I am personally very excited with our journey in the Kingdom of Saudi Arabia.
While other countries have been securing large export deals, American companies have been placed at a competitive disadvantage - forced to compete globally with one hand tied behind their back.
The reason we have so much talent in Silicon Valley building and investing in for-profit technology companies is that markets richly reward successful ideas, no matter who invents them. But to remain competitive in a free market, companies must exercise discipline to meet quantitative goals and eventually become cashflow positive.
The fast growing markets - the BRICS and Next Eleven - are the key. The next billion consumers are not going to come from the US or Western Europe - they are coming from Asia, Latin America and Africa. Formula One follows our strategy: fast growing markets, data, and digital. All those three things Formula One has. And it involves a stunning array of companies. Now that doesn't mean there can't be more.
I've tended to work at fast-growing companies that improve the way business gets done.
In my experience, growing up in Brooklyn and all that, the real tough guys didn't act tough. They didn't talk tough. They were tough, you know? I think about these politicians who try to pose as tough guys - it makes me laugh.
If your home market is strong, you can be a strong global player because you have scale and can bring down the cost of production and remain competitive globally. When we started, our home market wasn't strong, so we had to do more business globally.
In the simplest terms, a fast-growing company can't keep growing at the same fast rate forever. It eventually has to slow down.
You have to have a globally competitive mining dispensation.
I am honored to join the Under Armour Board, and look forward to seeing how a founder and CEO operates a dynamic and fast-growing company known for innovation and its competitive edge.
Goldman in the '80s was like a priesthood, a monastic experience where you worked all the time but were incredibly dedicated to client services, to building and growing companies.
Liberal democratic states can't remain globally competitive.
To be competitive globally, we have to reduce the corporate tax rate.
Indian companies have a very exciting global opportunity, Indian companies are well-respected globally, doors of business are more open. So that has been a focus for us, how do we globalise faster?
I turn to people who've been successful running networks, building production companies, building music companies, and people who have done it, and I ask them about their successes. And you will see them light up and give you all the information you need.
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