Quotes About Startup

We built a basic website, and Air Bed and Breakfast was born. Three lucky guests got to stay on a $20 airbed on the hardwood floor. But they loved it. And so did we. We took them on adventures around the city.

I saved $8,000 and created a construction company when I was 25.

Each industry in a region should develop a playbook that expands and details the strategy and tactics of how to build a scalable startup.

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.

other dressed like someone who worked at some Internet start-up in Seattle.

thirteen months later, Costolo did take over as CEO from the then-CEO Evan Williams, a cofounder of the company.

When I started my first company, I still had a 40-hour a week job. I was working on my company on nights and weekends before I took the plunge and gave up a salary.

My first job after college was at Magic Quest, an educational software startup company where I was responsible for writing the content. I found that job somewhat accidentally but after working there a few weeks and loving my job, I decided to pursue a career in technology.

Starting out, iRobot was not an economic rocket ship. It took six and a half years before we had enough money in the bank at the beginning of each month to make payroll. We always made it - we paid salaries at the end of the month, and I always had four weeks to figure things out.

The change I want to see is a start-up environment where everyone, regardless of gender and background, feels welcome and safe; where sexual harassment or discrimination will not impede great talent from producing great impact.

What I tell founders is not to sweat the business model too much at first. The most important task at first is to build something people want. If you don't do that, it won't matter how clever your business model is.

Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.

One of the most important tasks as a leader in a startup is to pick the right metric to track. This is often referred to as the 'compass metric' because it will be your compass for growth. It's important to note that 'compass metrics' will likely change over the lifetime of a business.

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.

Launching a start-up, you need to get a lot done quickly. Every day is different. Everyone pitches in with everything. It's easy for the founding team to say, 'We're flexible. We all help out with everything!' But when it comes to making decisions - that flexibility can spell inefficiency and disaster.

My first day as an entrepreneur was not off to a very good start.

Many banks will loan money for a franchise, but not for a small start-up business, because they recognize the importance of systems and how starting with a good system lowers their risk.

The first business plan is there to make sure you can use Microsoft Word.

In short, I'm nervous about everything. If you're doing a startup and you're relaxed, you should be very worried.

Auctomatic was a compressed start-up experience, going from start to launch to acquisition in under a year. We spent a long time building the product before getting our first customer, whereas with Stripe we made sure we had paying customers from the very start.

It's tough for entrepreneurs when they're small to get good prices on stuff.

When my three co-founders and I started Warby Parker in 2010, our primary intention was to sell good-looking, affordable eyewear online.

When talking to first-time entrepreneurs, I often ask them: 'How do you know that people want your product or service?' As you can expect, the answer is often that they don't yet, but will know once they launch. And they're right. That's why it's critical to launch as quickly as possible so you can get that feedback.

I would love to learn how to start my own production company and start it in Boston.