Quotes About Startup

a then-unknown engineer named Ren Zhengfei established an electronics trading company called Huawei.

A $100,000,000 venture capital fund was set up solely for products using a specific computer language.

One of the things that's so interesting when talking to minority founders specifically is that there is really a knowledge gap in understanding what the risk-reward profile is for doing a startup.

We think of the Techstars product as not really the accelerator but the network. That's what entrepreneurs should be valuing here. I think it's the most undervalued thing that many entrepreneurs don't get.

It's much easier for non-Indian companies to raise capital because they have profitable markets elsewhere. You might call it capital dumping, predatory pricing, or anti-WTO, but it's a very unfair playing field for Indian startups.

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

Money is a very fundamental ingredient in anyone starting up a new business.

In Brazil, from 2008–14, a local NGO, ReCivitas Institute, gave a monthly basic income of about US$9 to 100 residents of Quatinga Velho, a small poor village in São Paulo state, funded by private donors. In January 2016, it launched Basic Income Startup, another donor-funded project, which will give individuals a 'lifetime' basic income, adding another individual for each $1,000 donated. ReCivitas hopes this idea will be replicated elsewhere in Brazil and internationally.

I'm often asked what it takes to be 'Series A ready' in terms of metrics, progress, and traction. Unfortunately, there's no easy answer.

I was amazed at how the life of a freelancer differed from running a remote studio for another company. I thought I knew what I was doing in 2004 when I left Eidos because I had run Ion Storm Austin, which was my own independent studio. I had run a business unit inside Origin, but being part of a startup is crazy.

Long story short, right after my twelfth grade, the six months between school and university, and that is the time when I came to Delhi and I said that let me try and build a company of my own.

Like having a child, running a startup is the sort of experience that's hard to imagine unless you've done it yourself.

As a young analyst just out of Stanford business school in the 1960s, I got to really understand what growth was about. Back then, you had to ask a customer to pay some money. That was the most important thing in getting a company off the ground.

Even though it was a start-up with fewer than 20 people, and I was pregnant with my first child, the best decision I've ever made was to join Google in 1999. Worst decision? Deciding to get a puppy and a bunny right when the baby came.

Like many start-up stories, mine has been rocky.

On Day One, a start-up is a faith-based initiative built on guesses.

To be a designer today is to be an entrepreneur. Whether you're a two-man operation in Shoreditch or a 3,000-person, vertically integrated brand, you need to have the wherewithal to run your business through investment, considering everything from start-up funds to your exit plan or what it takes to go public.

In the start-up setting and in most companies, the output is action-oriented. You need to be getting things done and making decisions, often with limited information.

We build OYO with basis of building a team which is not just great for our segment, but we possibly have the best team any start-up can possibly have.

Any dispassionate observer would recognize that on Day One, a start-up has no customers, and unless the founder is a true domain expert, he or she can only guess about the customer, problem, and business model.

There was a time and a place when a pure content start-up had a chance, and that time has passed.

In my first start-up, I didn't get any salary for four years, so I had to move back with my parents.

For a start-up company, it is all about the religion of the product's excellence - the success of the product - while for a large corporation, it is the brand. We chose to maintain our start-up image.

There's a historical view that adding process into a scrappy start-up kills innovation, but I'm a firm believer that you need process at some point to remain agile.