Warren Stephens Quotes

A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing.

In my own experience as a C.E.O., I would find myself laying awake at 3 A.M. asking questions about my business, and there weren't management books out there that could help me.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

The chief executive officer is also the chief sales officer. He or she is responsible for the success of the company and making a profit. The closer the CEO is to the everyday selling process, bringing in business, the more successful the company will become.

I wanted a CFO with public company experience; I needed an HR department, new office space, and a board which could help me grow the business. Insight, the private equity firm I chose, helped me with all that.

If you're running an engineering or finance company, all companies depend on ideas and ingenuity. I think the principles of creative leadership apply everywhere, whether it's an advertising company or whether you're running a hospital.

Money is always the least of the problems. It is finding the right business or growing the right business. You can't do that without the right people.

I think my gift lies in being a startup entrepreneur and creating environments and experiences.

A business has to be involving, it has to be fun, and it has to exercise your creative instincts.

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.

A business like an automobile, has to be driven, in order to get results.

I've helped some of my classmates on how to strategize to get to the next level of their businesses. And it's interesting, because here I am sitting there from the entertainment industry and the fashion industry, and I'm giving a billionaire that has a business that's been in his family for 300 years - I'm giving him advice about strategy!

As one of the first employees at a small cellular phone start-up called Nextel, I gained firsthand experience in how a business grows from an idea to a company that, at its peak, employed many thousands.

If you don't drive your business, you will be driven out of business.

Succeeding in business is not just about making money.

Successful enterprises are built from the ground up. You can't assemble them with a bunch of acquisitions.

You always learn lessons in business.

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.

At a relatively early age, I began to believe that building a business was perhaps the greatest opportunity for making an impact, because it's a tool for making a change in the world.

I was lucky enough to co-found a business in college that ended up with 400 employees, and I launched 20 different projects while I was there - a project a week.

You can't run a €10 million business the way you run a €1 million business.

I have run large organizations, I know what it takes to create a healthy business climate, and I have more experience than Jerry Brown doing that. So it'll be a stark contrast, a career politician vs. someone who has met a payroll, gotten a return on investment, knows how to use technology to do more with less.

We need investors who plant and grow, not reap and run.

I've been kicking around this business for a long time.

The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.