Scott Weiss Quotes

I think the biggest myth entrepreneurs have is that the growth and performance of their startups depends more on their entrepreneurial talent than on the businesses they choose.

It is one thing to seek out new ways to grow your company and new potential streams of income from new services or products, but it is quite another to take on responsibilities that are far from your primary job as Entrepreneur.

Very ambitious startups often take a long time to work - or sometimes they take a very long time to look ambitious.

When you start a business, go for the lowest hanging fruit.

Entrepreneurship is not really building a product, it's not having an idea, it's not being in the right place at the right time. It's fundamentally company building.

I've got to let the people who are in the business run the business. I can help them think through their decisions about products, about partners, about hiring. But in the end, the decisions are theirs, and so is the responsibility.

If you are planning to start a business, and if you want that business to have a hope of succeeding, be sure you are approaching your venture from a true Entrepreneurial Perspective.

As an entrepreneur and investor, I prioritize construction and collaboration. Whether it's a five-person start-up or a global giant, the companies that are most productive are the ones whose employees operate with a shared sense of purpose and a clear set of policies for responding to changing conditions and new opportunities.

When the entrepreneur is obsessed with the product and the company has organized all of its activities around that, it's very powerful.

Sometimes, the startup game works in your favor just because you got in at the right time and right environment. Other times, you're a little too late entering an already crowded space. But startups with strong fundamentals withstand external conditions and come out ahead in good or bad times.

We don't want to go starting completely separate businesses that do nothing for our user base.

CEOs shouldn't worry about their budget all the time - on a day-to-day basis, they should work on managing their company, building an awesome product, developing key relationships, identifying distribution channels, etc.

While 'The Owner's Manual' is not a formula for guaranteed success by any means, we're confident it will help reduce the failure rate of most startups that use our Customer Development process.

I've found that entrepreneurship only gets harder every year, and as your team gets bigger, the stakes get higher.

A startup is not just about the idea: it's about testing and then implementing the idea. A founding team without these skills is likely dead on arrival.

I aim to combine all the things I do in a comprehensive and holistic fashion that benefits startups and the people who make them grow.

The biggest problem I see with early-stage entrepreneurs is they get the idea in their head, and they leave it in their head. And they begin embellishing it in their head, making it more ornate. They add on the second story to their dream house - then add the tennis court and the turrets and the gargoyles.

I always tried to move up the food chain. I started with cement and then moved into textiles and banking. When I was trading sugar, I added salt and flour so that then we could do pasta. And then I thought, why not make the bag for it, too? So, we started making packaging.

Learning is the essential unit of progress for startups.

It's important for founders to think about how they would build their company from scratch - again.

Startups should be - if you graph their financial performance, it should be what's called a J curve. You start out at zero. you're not making any money; you're not losing any money.

Twitter can afford to build the wrong things. However, Twitter cannot afford to build the right things too slowly.

It's a lot easier to figure out how to scale something that doesn't feel like it would scale than it is to figure out what is actually gonna work. You're much better off going after something that will work that doesn't scale, then trying to figure how to scale it up, than you are trying to figure it all out.

You need to run the company on an even keel, and you need to be thinking about the company long-term and how to drive your next innovation.

I'm working with a lot of entrepreneurs and people launching new businesses. It's fun. It's what I've always liked to do and loved doing it in my years at NASCAR when we were growing NASCAR, building different lines of business and intellectual properties.