Jim Bankoff Quotes

I buy companies for strategic reasons and operate them.

The Yahoo story is still being written.

I have had an extraordinary life, but it's been one incredible roller coaster ride.

Was I going to start companies outside of Shutterstock or inside? Going public kind of meant I was going to start them inside, and I kind of thought this through and decided that if I was going to do that, I was going to continue to operate Shutterstock like it was an incubator of startups.

I think Wall Street is very important, especially to tech companies. Wall Street will get in their rhythm and go fund tech companies, and tech companies will go create jobs and employ a lot of people, so there's that aspect of Wall Street.

In 2000, just before the first dot-com bubble burst, it cost a whopping $5 million to launch a tech startup.

I ended up working in Michigan for a young company called Sycor out of Michigan, worked there, and that company got bought by Northern Telecom. We became the Bell Northern Research Labs of Northern Telecom.

You're doing a major merger, you got to hope you didn't get it wrong. That's the view of any CEO.

At the height of the first great dot-com boom, Craig Kanarick, then in his early 30s, was running Razorfish, a Web design firm he'd co-founded with an old friend, which at its peak had 2,300 employees in nine countries.

Any dope with a checkbook can buy a company. It's what you do afterward that matters.

I think the dot-com boom and bust represented the end of the beginning. The industry is more mature today.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

We own 18 percent of just the PC business. Now that's only about 60 percent of our business today.

It's been quite a roller coaster ride, but I've grown and learned a lot about myself. The greatest thing is being able to interact with fans and touch people's lives... for that I give thanks.

How do you make money? Spinoffs, split-ups, liquidations, mergers and acquisitions.

It's been a roller-coaster ride. But I haven't been diving this well for a while.

We started the 10/10 objective in 2011, and that time, our turnover was about Rs. 15,000 crore. We would like to have a turnover of Rs. 1,50,000 crore by 2021. This will be through high growth in domestic and international operations as well as through acquisitions.

John D. Rockefeller wanted to dominate oil, but Microsoft wants it all, you name it: cable, media, banking, car dealerships.

Investors can see that Facebook is feeling old and tired and isn't seeming to be that innovative.

The year 1983 was crazy. People wanted to sell not only their investments... but also their companies.

I was very clear why we put these companies together and what our goals were. It was really to allow both Sears and Kmart to compete in what I thought was going to be a more challenging but evolving industry.

The Amex has a long, often troubled, sometimes glorious history.

China is littered with the wrecks of failed joint ventures. Investors are moving toward wholly-owned subsidiaries.

An IPO-mad technology boom made 'selling out' itself into an honorific.

Understand what you are acquiring and protect it at all costs. You are acquiring people and next-generation products. You are making an investment that together you can grow faster, make more profits, and take more market share.