Roger Staubach Quotes

We make a series of investments, some will pan out and some won't.

The things that I've learned is, try to make all the mistakes with your own money and on a small level so that when you are responsible for a partner's money or assets, you've learned, and you don't make bigger mistakes.

There is no free lunch, so if you're playing with the big train set - on big movies - it's a lot of money they're entrusting you with, and you have to get that money back for them. I don't take that responsibility lightly.

Owning stocks is like having children - don't get involved with more than you can handle.

I have some assets that over time will be worth something. I've been in the process of selling others.

One way to mitigate our risk is to invest in companies with understandable business models.

I like not to feel that all my eggs are in one basket, or I get nervous.

You have to spend a lot to make a lot. It's not like I'm sitting on top of a pile of money.

Between calculated risk and reckless decision-making lies the dividing line between profit and loss.

In any business opportunity, you'd be looking, probably, primarily at the risk and return. Some business can be very risky with a low return; what you want is the lowest risk with the biggest return.

The biggest thrill wasn't in winning on Sunday but in meeting the payroll on Monday.

You cannot exist as a $20 billion company with speculation.

I have a business to run and stockholders to think about.

I consider each business investment based on concept and revenue.

Producers are not gamblers. They want a good return on their investment.

What must occur is a greater recognition by investors of their individual responsibility.

There is always risk involved. You can't be a capitalist only when there are investment profits but then a socialist when you experience losses.

The Interros strategy toward various assets generally depends on the stage of their development and level of their maturity.

One of the great responsibilities that I have is to manage my assets wisely, so that they create value.

One day we are a hero, another day we are a zero. Without me, Cardiff would have gone bust. Because of my investment, we got promoted.

Be it $15 million here and $11 million there, it takes hundreds of millions to be successful in this business.

I ended up buying a restaurant. Already we had invested in a gas station and a metal products plant.

I have not been a believer of point guidance. It really limits your flexibility to do what you want. It leads to behavior that is not supportive of long-term shareholder value.

If my businesses or my investments are not profitable, then I don't eat. And I like to eat.

If you want to invest in us, we believe customer number one, employee number two, shareholder number three. If they don't want to buy that, that's fine. If they regret, they can sell us.