Brad Feld Quotes

Going back to the technical track of my life, note that I have been designing electronic products, both of the consumer and defense electronics variety, since Pluto was a pup. Many of these products broke new ground... creativity at work!

We opened a design center in the South of England last year as part of our strategy for being close to our customers and developing innovative products for exciting new markets.

When you improve your product so it does the customer's job better, then you gain market share.

Loopt wouldn't have happened without Y Combinator.

When we first invested in Red Hat, it was thought to be totally insane. When we funded MySQL, it was only partly insane.

The life of a startup is full of ups and downs, an emotional roller coaster ride that you can't quite imagine if you've spent your whole career in a corporation.

Axilor Ventures helps startups to improve their odds of success, and I look forward to supporting the executive management of Axilor with this vision.

That has always been the objective of Apple: to do things that really enrich people's lives. That you look back on and you wonder, 'How did I live without this?'

I work with tiny companies, so I don't really live in unicorn world, to be honest.

I always wanted to have a headphone line but I feel like I'm going to do more than just headphones eventually, but we want to wake the world up right now with this.

Each major wave of technology innovation has given rise to one or more super-unicorns - companies that could change your life to work at or invest in if you're not lucky/genius enough to be a co-founder.

Before product/market fit, your only job that matters is to build a great product.

One thing I tell startups all the time is that the best way to grow is to make their product better.

The primary thing that any technology startup must do is build a product that's at least 10 times better at doing something than the current prevailing way of doing that thing. Two or three times better will not be good enough to get people to switch to the new thing fast enough or in large enough volume to matter.

The lifeblood of our business is that R&D spend. There's nothing that flows through a pipe or down a wire or anything else. We have to continuously create new innovation that lets people do something they didn't think they could do the day before.

The market is so competitive. There are so many products that are similar. So we are forced to invest in innovative research in new products that are one or two years ahead of the market.

The number of people who have successfully scaled a company from dream to post-IPO success - you could list them on the fingers of two hands.

In 'That Will Never Work,' I give readers a clear-eyed insider's look into how one of the least likely startups grew into one of the world's most successful companies.

I believe companies like ours are going to be as large as media companies and social networking companies that are valued in the tens of billions of dollars.

I knew, back when I was starting up, that if I had something that could be developed for the mass market, I could really take it forward.

When you look around Silicon Valley at new companies, there are very few ideas that are going to make a dent in the universe.

Not all startups are alike. One of the key ways they differ is in the relationship between a startup's new product and its market.

Your innovation can create new winners and losers; or at the very least, make existing companies look fresh and innovative by partnering with you. Everyone wants to align with market makers.

There's going to be a Google or a Facebook or a Zynga every three to five years. Those are really big ideas that do return substantial amounts of money.

Risk taking and the drive to pursue innovative ideas are the fuel that stokes the entrepreneurial spirit.