A Quote by Peter Levine

It's easier to coach a technical founder how to be CEO and manage a business than it is to teach a professional CEO the nuances of that particular business. — © Peter Levine
It's easier to coach a technical founder how to be CEO and manage a business than it is to teach a professional CEO the nuances of that particular business.
I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.
The thing that's confusing for investors is that founders don't know how to be CEO. I didn't know how to do the job when I was a CEO. Founder CEOs don't know how to be CEOs, but it doesn't mean they can't learn. The question is... can the founder learn that job and can they tolerate all mistakes they will make doing it?
Our business is all about helping someone - a founder, a CEO - building a great business. It's not about seeing our names in the press.
As a wife, daughter, friend, and the founder and CEO of LearnVest, my schedule is anything but simple. But I learned early on how to meticulously manage my time.
As a wife, daughter, friend, and the founder and CEO of LearnVest, my schedule is anything but simple. But I learned early on how meticulously manage my time.
Another thing I've observed is how critical the role of the CEO is when a technology truly is disruptive. In looking back on companies that have successfully launched independent disruptive business units, the CEO always had a foot in both camps. Never have they succeeded when they spin something off in order to get it off the CEO's agenda. The CEOs that did this had extraordinary personal self-confidence, and almost always they were the founders of the companies.
Larry Fink, 61, tall and outgoing and passionate about his business, is the chairman, CEO, and co-founder of the largest asset-management company in the world, BlackRock.
"There's no CEO for the government." But if you were CEO for a day at the government, would you have tools and reports and wherewithal to look at government the way a business would look at its lines of business, its spending, its revenue? I've actually been working, first by myself and then with a group of people, on then on and off, and now much more on, almost since the I time left Microsoft.
I was first hired at Staples in 1992, by company founder Tom Stemberg and eventual CEO Ron Sargent, to be the first director of marketing and merchandising for the catalog business.
With the premise that we look for technical co-founders to run a company, I view myself as being a coach to that technical co-founder. I can help them with their business issues, with the growth issues of taking a company from a very early stage to something much larger.
I love spreadsheets. I do all the finances. I pay the publicists. I have to compartmentalize the creative and the business, so there are sacrifices. But ultimately, I get to be the CEO of my own business.
When I was made CEO of Reynolds the first time, someone asked me what it was like to be a female CEO. But I said, 'I don't know what its like to be a male CEO, so I can't really answer that question.'
We ought to start running the government like a private-sector business. I have that ability as CEO of our companies. I have line item vetoes, and if I didn't, we'd probably be out of business by now.
I like track and field for the simple reason that I determine my own outcome. I don't rely on my coach or the president or the CEO making a decision. I'm kind of like the CEO of my own corporation.
My dad is into business and quite established. But I decided to pursue acting. Had I joined him I would've become the CEO of the company and things would've been easier for me.
You don't think, when you start a company as the founding CEO, that if your venture actually works, you end up with three jobs: founder, CEO, and chair of the board. The first eight years at Bonobos, I have learned a lot about the tension between the first two. It didn't even occur to me that I had the third job until much later.
This site uses cookies to ensure you get the best experience. More info...
Got it!