Top 383 Startup Quotes & Sayings - Page 5

Startups, by their nature, are entrepreneurial - testing new things, launching new products, and disrupting themselves. That's why you join a startup in the first place - to create, to stretch beyond your current capabilities, and to make an outsized impact.

When you are a startup you need to hire very fast, and sometimes you have to restructure very fast.

Hold at least one all-hands meeting every quarter and, to underscore the startup's team concept, make sure at least one additional executive joins you in leading the meeting.

Since the start, we've conceived French tech as a network of versatile local ecosystems spread all around the country, rather than a Paris-only business. We want our entrepreneurs to know that they can create a startup and make it grow in the place where they come from.

If your startup is only in the development or idea stage, there is almost no better predictor of failure - I mean, utter failure, scorched-earth bankruptcy - than raising too much money in the first round.

I completely believe in the lean startup and minimum viable product; I just I think that people are setting the threshold for minimum viable too low.

Landing a million-dollar investment for your startup is exhilarating. But as big as that number sounds, it doesn't go far. Many startups just getting off the ground won't have a CFO to monitor finances. It doesn't take much for spending to spiral out of control.

Working on a startup is a balancing act: being crazy enough to believe your idea can take off but not crazy enough to miss the signs when it's clearly not going to.

What would I advise an aspiring young entrepreneur? Certainly I'd say read the works of great entrepreneurs and investors like Ben Horowitz, Peter Thiel, and many others. But what's more important is to get real experience at a great startup.

I started Shutterstock without any outside funding; I believe in creating a lean startup. By not taking outside investors early, I was forced to use every dollar I had as efficiently as possible. And I was able to keep a large part of the company.

Market type determines the startup's customer feedback and acquisition activities and spending. It changes customer needs, adoption rates, product features, and positioning as well as its launch strategies, channels and activities.

Building a great team is the lifeblood of any startup, and finding great talent is one of the hardest and costliest tasks any CEO will ever face.

It's maybe an unrecognized fact of academia that what you spend a lot of your time doing is convincing people of your vision and raising funds to support your research activity. So in that sense, transitioning to a startup wasn't that big of a transition.

Startups alternate between nostalgia for the garage and millennial longing for a lucrative exit. But what I always keep in mind is how disconnected and purposeless I felt before Redfin or my earlier startup, Plumtree. All I ever wanted was to get into a situation where I could win. Everybody has that dream.

The American Dream is still alive out there, and hard work will get you there. You don't necessarily need to have an Ivy League education or to have millions of dollars startup money. It can be done with an idea, hard work and determination.

Like a lot of other DJs, I've been wondering when the first DJ game was going to happen. Somebody even pitched me on their own idea and I thought, "I'm not a video game startup; I don't know what I'm supposed to do with this."

The idea should come first, the startup should come second.

HubSpot's offices occupy several floors of a 19th-century furniture factory that has been transformed into the cliche of what the home of a tech startup should look like: exposed beams, frosted glass, a big atrium, modern art hanging in the lobby.

That's a problem. I mean, like any sort of growing startup organization, we are sort of overwhelmed by our growth. And that means we're getting enormous quantity of whistleblower disclosures of a very high caliber, but don't have enough people to actually process and vet this information.

Entrepreneurship transparency, I think, is important because there are so many problems that you just have to be real about them. There are so many ways for a startup to die, so the transparency attitude is key.

The truth is, you cannot run a political campaign like a tech startup. Technology is a field that fetishizes disruption. The old ways are suspect, and we place an almost irrational trust on new tools. That's fine for developing games, but it was a failing playbook for politics.

America is an unsolvable problem: a nation divided and deeply in hate with itself. If it was a startup, we'd understand how unfixable the situation is; most of us would leave for a fresh start, and the company would fall apart. America is MySpace.

I may have managed to build a successful technology startup that had gone public by the time my three kids hit their 13th birthdays, but don't think that bought my wife and me any special respect from our teenagers.

A startup is not just about the idea: it's about testing and then implementing the idea. A founding team without these skills is likely dead on arrival.

As great as you believe your new product or company is, the world got along just fine without you. The greatest competition every startup faces is convincing consumers that there is a better solution to the problems that vex them.

A startup is literally just a series of unfortunate events where you failed, failed, failed, and failed until you succeed.

Motivated teams are the key to success at every startup, yet I still know entrepreneurs who gave an inspirational speech to kick off the quarter but haven't been heard from since, or don't realize that their actions are often more demotivating than inspirational.

We paired this announcement of the R&D [commitment] with the so-called Breakthrough Energy Coalition, which is 27 [major investors] saying, "Hey, we'll put significant money into [energy innovations] when they're ready to spin out probably into startup companies."

When I came to the United States in 2004 to attend university at Stanford, I was instantly inspired by the stories and advice from startup leaders in Silicon Valley and beyond, who had endeavoured to create new opportunities and improve lives around the world.

Founders have continually struggled with and adapted the 'big business' tools, rules, and processes taught in business schools when startups failed to execute 'the plan,' never admitting to the entrepreneurs that no startup executes to its business plan.

We see a lot of startup companies, people that have a home-based office, they've been working out of their basement for two or three years, and now their basement or kids cannot accommodate them any longer.

It's a standard thing you hear from startup people - that their product is somehow improving the world. And if you follow the reasoning, you will get somewhere, and I'll tell you where you get: You'll get to the description of what happens to the winners under the system that they're building.

I find talented, driven, boundlessly ambitious people and help them solve problems that will hopefully improve the lives of millions. Sometimes this means investing in startup founders. Other times, it involves helping organize and fundraise for charity or politics.

A lot of my energy is going to Code for America, Jen Pahlka's non-profit startup. We're doing a lot of great work teaching government how to apply technology and changing the culture of government.

I didn't even know that there was a startup culture, that there were events with people who built businesses. When I started meeting those people and going in to that world, I felt like I was among my people for the first time in my life.

It helps tremendously to have operating startup experience when advising startups. It is much easier to tell people how to talk to customers, build product, manage an engineering team, raise money from investors, and talk to press when you've done it before yourself.

I hate it when people call themselves 'entrepreneurs' when what they're really trying to do is launch a startup and then sell of go public, so they can cash in and move on. They're unwilling to do the work it takes to build a real company, which is the hardest work in business.

The gender disparity in STEM is depriving our country of talented minds that could be inventing the next breakthrough technology, founding the next big startup or keeping our nation safe from cyberattacks.

A startup is the largest endeavor over which you can have definite mastery. You can have agency not just over your own life, but over a small and important part of the world. It begins by rejecting the unjust tyranny of Chance. You are not a lottery ticket.

Launching a successful product or startup has little to do with luck. Any business that gains traction on the market is the result of very careful strategizing and market analysis, not to mention the development of an original product or service.

People are still very focused on the startup story: Risk-taking founders, with a bold idea, some capital and a network supportive environment, go out and take the shot on goal. But the problem is, this is no longer the truth about what makes Silicon Valley so special.

Never expect that your startup can cover every aspect of the market. The key is knowing what segment will respond to your unique offering. Who your product appeals to is just as important as the product itself.

That's a problem. I mean, like any sort of growing startup organization, we are sort of overwhelmed by our growth, and that means we're getting enormous quantity of whistleblower disclosures of a very high caliber but don't have enough people to actually process and vet this information.

We provide business advice and guidance. We started it here in India first, and now we have taken it globally. India was the first for startup incubation in the world for us.

One of the core values of the startup world is that you must have a list of core values. Like all abstract ideas, they're easy to dream up and tricky to implement.

Whether you lead an early-stage startup or a well-established company, it is critical to challenge yourself and your team to prepare for the next disruptive force - be it a shift in the market, a new consumer trend, or a competing innovation.

The reality is the Lean Startup method is not about cost, it is about speed. Lean startups waste less money, because they use a disciplined approach to testing new products and ideas.

Inasmuch as there is a useful purpose to what we do as VCs, I tend to think it's our duty not only to mentor entrepreneurs and executive teams, but also to learn from them and the others involved. We can then pass on lessons to aid the startup ecosystem and help businesses succeed and grow their impact.

That's the part where the governments have a unique role, and then when it progresses well enough, then existing companies or new startup companies should take it. In the $3 trillion a year energy market, the rewards will be quite fantastic.

When Thomas and John Knoll launched Photoshop 1.0 in 1990, the software couldn't even handle color images. But their offerings got the startup noticed by Apple and Adobe, both of whom became key to the fledgling company's later success.

Entrepreneurship works on the apprenticeship model. The best way to learn how to be an entrepreneur is to start a company and seek the advice of a successful entrepreneur in the area in which you are interested. Or work at a startup for a few years to learn the ropes.

SpaceX is very unusual. I don't know of any other startup where the founder put in $100 million of his own money before looking for any outside capital. They have wildly exceeded any reasonable expectations.

I want the definition of startup back. To be used by anybody who is willing to take the risk to quit their corporate job and go out and try and build an innovative, disruptive, tech-enabled business that tries to change the way things work in the world.

Every weekend I would take a train to Delhi and sneak into startup events. I really enjoyed meeting entrepreneurs who were solving big problems. They were way smarter than me. I knew this is where I had to be.

A lot of entrepreneurs hate big companies. But if you hate them so much, why are you trying to build a new one? The truth is, as soon as a startup has any kind of success whatsoever, it will face big company problems.

As a serial entrepreneur, angel investor and public company CEO, nothing irks me more than when a startup founder talks about wanting to cash in with an initial public offering.

In the world of today, I think that entrepreneurs are the new emerging ruling class - I identify it as the startup class. That's the new proletariat of the 21st century. These are the people that are the drivers of the change.

Being a startup entrepreneur is not for everybody and it’s not the only desirable career choice. I also know that many people have families and cost obligations that don’t allow the kinds of financial risks associated with starting a company. And for others the hours, stresses and sacrifices in personal relationships are not worth it.

The busier you get, and the more forward-looking you become, the more difficult it is to actually acknowledge and gain strength and inspiration from the things you've already accomplished, which can become problematic when you're in a startup.

When I left my job at Lehman Brothers to start a company, my best friend's mother said, 'How could you leave a sure thing like Lehman to do a silly carpool startup?' That was three months before Lehman went bankrupt.