Quotes About CEO

In 2000, when my partner Ben Horowitz was CEO of the first cloud computing company, Loudcloud, the cost of a customer running a basic Internet application was approximately $150,000 a month.

If I had to probably define and characterize my job, and maybe the job of a CEO today in this global world, highly volatile, uncertain, and when you need to transform is to be the catalyst for change. That's probably the definition I would give to my job. I'm the catalyst.

With Trump assuming the role of America's CEO, it may be chaos rather than callousness that threatens to harm his standing with the American voters who are giving him a chance.

a manager inhabits the most interpersonally complex role in a modern organization, in many ways more complex than the CEO role.

To be the best CEO you can be, you have to be passionate about the business you're running. And I have true passion for the financial markets and the financial industry.

There are a lot of things about having money that are perceived to be cool but that aren't. Maybe if you're a CEO jerk who likes going coast to coast by himself in a G4, then that's fine. But that's not me. And it never will be.

I always felt the gifts you need as governor were more suited for my personality. I'm a good team player, but I'm not a policy wonk. In Congress, you need 218 votes to make anything happen. When you're governor, you're the CEO of the state. You establish the vision and standards for the state. You're the leader.

I don't believe it's appropriate for me or any other CEO to wade into every political dispute. That's not what we're here for.

If I spend all of my day in the details as a CEO of a company like Wal-Mart, I think it would be trouble, because I wouldn't really be prepared to speak to the big issues that the country or the world should face.

If somebody's going on your board, and you're going to be C.E.O., it will help if that person knows how to be C.E.O., who has done it before.

Abby Johnson has agreed to become Chief Executive Officer of Fidelity, reflecting a further step forward in our leadership succession plan. Abby will retain her role of President, and I will continue to serve as Chairman of the Board.

You learn really quickly how not only to be an artist, but you also become all of a sudden the CEO and owners of a company that you have to make major decisions about that I don't think we were fully prepared for in the beginning.

I discovered that as a founder and now CEO, my commitment to and passion for Affectiva is super contagious. It is contagious with my team and at internal company meetings, injecting a new energy and sense of camaraderie.

When we asked Woolard about the most important lessons from his Apple experience, he reported that a board leader has to have regular access to the chief financial officer, deeply understand the company strategy and execution—and pick and partner with the right CEO.

These CEOs are scary. I walk past a gang banger; I don't even flinch. But I see a white dude with a Wall Street Journal, I haul ass. Cutting through the projects, you might lose what you have on you that day, but I ain't never been mugged of my future. No thug ever said, "Give me your 401K. I want your college fund, your IRA. I want it all."

Because of the halo effect, we get the causal relationship backward: we are prone to believe that the firm fails because its CEO is rigid, when the truth is that the CEO appears to be rigid because the firm is failing. This is how illusions of understanding are born.

A correlation of .30 implies that you would find the stronger CEO leading the stronger firm in about 60% of the pairs—an improvement of a mere 10 percentage points over random guessing, hardly grist for the hero worship of CEOs we so often witness.

The CEO transition comes at a good time for the company. We have a strong leadership team and are very excited about the future, including the strong pipeline of innovation we will deliver to our customers and merchant partners in the coming months.

It's important to choose initial investors who are not twitchy and rushing for an exit. Wall Street's quarter-by-quarter lens may make the CEO make sub-optimal long-term decisions.

I can tell you, because I serve on so many nonprofit boards - where half of us are academics and half of us are from Wall Street - that there's no CEO who understands at all a derivative. All they know is that somebody tells them in their organization, 'We've got a wonderful profit center.'

On Friday I was in Washington for a meeting with Administration officials. In the course of that meeting, they requested that I 'step aside' as CEO of GM, and so I have.

My dad was an engineer, and he became the CEO of Chevron. His was an engineer's mind-set: Everything's kind of a problem; how do you approach the problem?

The United States is like a big company, and we need a CEO to run it.

I'm trying to become a young CEO, to brand myself in television and movies.