Jennifer Hyman Quotes

I'm not somebody who is going to build something for a few years, sell it, and then go off and just have fun.

An entrepreneur never thinks of quarter-on-quarter; he thinks for 25 years, 50 years.

In 1983, I set up Caxton Corp. It's been an interesting and happy ride since.

What I've learned in my career is that it takes the same amount of effort to build a $10bn company as it does a $1bn company; you as the entrepreneur are going to put your entire life, your entire effort into it.

My advice to fledgling entrepreneurs is always the same: build a company that you plan to be with for the next 10 years - that is the best way to increase your chances of success.

Some people are serial entrepreneurs and want to just move on to the next thing. They just want to clean the slate and start from scratch. I feel that sometimes, too, and the way that we do that here is we build things inside Shutterstock: we launch new products all the time.

I'm proud we have built a billion-dollar business from scratch here in the US. It has been done very much in a slow, building way. It wasn't an instant type of thing. America is a huge market where persistence is very important, and I am a builder by nature.

As an entrepreneur, you love your business like a child, and you're taught to be laser-focused on the business.

We need investors who plant and grow, not reap and run.

People should look at building long-term businesses, not just selling a business.

I would tell startups to just keep your head down, keep building. Your contingency plan, if you have one, should be because you are still spending more than you make and you still don't have a line of sight for that J curve. That is the most important contingency. Because otherwise you are betraying that equation to your cofounders, to your investors, to your employees and to your customers.

As an entrepreneur, one of my biggest struggles is that you have to focus, but you also have to expand.

When you found a company, you feel a deep sense of responsibility for it. I'll care about Dell even after I'm dead. So this is a pretty personal process. And when you're doing what you love, and it's working, you don't get tired working what other people might consider long hours or crazy schedules. It's just fun. It's energizing.

That's the problem with so many organizations around entrepreneurship. They're driven by metrics that don't matter.

I've said it for four decades - work 'on' your business, not just 'in' your business!

I think, because I started Virgin when I was a teenager, it has become a part of me, like my family, and I am motivated by ambition for it, almost as if it were a child.

Growing your own business is great. Watching your ideas come to life, taking care of new customers and watching them become repeat customers, and successfully building your team is a feeling that can't be matched.

I built my company a lot while playing for the Patriots.

I built my business, and WWE brought my business in. I want to be successful in my business and, in turn, make WWE successful.

We are trying to build large, lasting businesses.

What are you doing to magnify and grow your business? What are you doing for yourself? You have to self-motivate. I had to learn a million things on Google until I was able to meet people who I could partner with for help.

One becomes an entrepreneur to break the glass ceiling and that's when you grow the market. Of course, in that process you have to be prepared to get hurt. You will get hurt. But I'm a doer and I like taking risks.

So many entrepreneurs view their companies as their babies. They micromanage, and they stall.

You can't be successful in business without taking risks. It's really that simple.

When I founded Stitch Fix, I wanted to create a company that I would want to work at for the rest of my life.