I think it's natural for any manager to want to grow his business. The question is at what rate, and in what direction, and in what format?
A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.
Growth is kinda built into everyone's genes. It's built into management's genes, the salesman's genes, the investors' desires. People expect companies to grow.
I'm really calling for major jobs, because the wealthy are going create tremendous jobs. They're going to expand their companies.
Most great companies in tech have been built by personal referrals for the first...at least 100 employees and often many more.
When a company gets bigger, when it begins to bring on employees, it naturally goes through this tendency of wanting to control, of wanting to build process - essentially to say not every one of our customers or employees has great judgment.
Diversifying the business is definitely a good thing.
A lot of companies are global.
Travelex has grown into a global business in just 25 years. The acquisition of Thomas Cook's Global & Financial Services has created a business that would have had a combined turnover of U.S. $28.4 billion in 2000.
I believe in this industry as a business, and I want to continue to grow my own business.
M&A is always an opportunistic tool to grow a company.
Making the leap from the best sunglasses company in the world to a world-class brand is a natural transition.
When we opened our office in Santa Ana, California, in 2016, I could not have envisioned this level of growth, although I always knew our products would be well received by customers in North America.
The quickest way to grow the sales of your business is to grow your people.
We have to do a much better job at keeping our jobs. And we have to do a much better job at giving companies incentives to build new companies or to expand, because they're not doing it.
Tech people like to stick to their knitting, and they measure their accomplishments by the growth of their company. Now the tech community is popping up and saying, 'We do need to be involved in our surroundings.'
I am very interested in bringing companies from everywhere to sell their products in China.
However small a company, its founders should try to expand people's opportunities and choices.
The healthier a new venture and the faster it grows, the more financial feeding it requires.
As businesses grow, all sorts of things that once were done on the fly - including creating new products - have a way of becoming bureaucratized.
I don't think I'd enjoy running a public company. We haven't needed to go to the market to fund expansion.
If you want to scale-up, the first thing you have to do is to expand your own team.
When we first started the company, I didn't have any thoughts of franchising. We just had company-owned stores.
Most of the tech CEOs I know used to think that moving to the Midwest or the South was beneath us, a good tactic for the Boeings of the world who don't need the kind of rare skills we depend on, who have to grub for profits when we reach for growth. But if Amazon can't afford to keep growing in Seattle, who can?
I've found that entrepreneurship only gets harder every year, and as your team gets bigger, the stakes get higher.
