Jason Calacanis Quotes

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.

The strength in our third-quarter financial results is cause for excitement. I'm particularly pleased that we continue to demonstrate impressive growth at the same time we are engaged in important merger discussions.

Our franchises have never been healthier. Our league, in terms of its economic footing, has never been healthier.

Investors like to hear that you're in a multi-billion dollar market.

We have substantially improved our position in Japan which now represents a major part of our business.

Before me, there was no money, no business with yoga.

The more evident it is that a certain company is going to become the market leader in a big market space, then the higher the valuation goes because the risk has been dramatically reduced.

PepsiCo is a $63 billion company. Half the company is snacks, and half the company is beverages. We have a glorious snacks business and a glorious beverage business. We are extremely profitable. We are growing.

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

I hope there will be some good news and some good profits, and people will realize we have a lot of outstanding executives, and a lot of companies that are doing a good job, and those are good companies to invest in.

I have either run private equity funded companies or been a partner in a private equity fund since 1982. I've had a front row view of the vital role private equity continues to play in building and keeping American businesses competitive in the global economy.

Cerner has significant growth opportunities. We believe there is leverage with HNA Millennium and in our business model that can grow both our top-line and earnings during 2000 and through the foreseeable part of this decade.

While I accept that large investment rounds will always garner headlines, it's almost as if the magic number of how much cash you've managed to raise has become both a stamp of approval and the main metric for gauging a business's true worth.

This is a bit like big-game hunting. You look for companies of a certain size that deserve to be public.

When I started in the business in 1999 and 2000, we had companies that were going public in two, three or four years.

In 2005, MTV Networks considered buying Facebook for seventy-five million dollars. Yahoo! and Microsoft soon offered much more. Zuckerberg turned them all down.

We want to make as big a market as we can with our current product.

An entrepreneur must pitch a potential investor for what the company is worth as well as sell the dream on how much of a profit can be made.

We're in the service business by nature, but when we can transition that into ownership things, we love it. Our clients love it, too. We get deluged with offers to get involved with this or that. Silver Lake helps us funnel those opportunities.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

I come back to the same thing: We've got the greatest pipeline in the company's history in the next 12 months, and we've had the most amazing financial results possible over the last five years, and we're predicting being back at double-digit revenue growth in fiscal year '06.

I myself saw Yahoo become a $100 billion company and then become a $10 billion company, so you always have to look at valuations with a grain of salt and understand it is a point-in-time measure.

Businesses will ultimately go where the markets and opportunities are.

My message to business leaders is clear: If you are looking to expand your business and boost the bottom line, there is no better place than Utah to do it.

We are trying to build large, lasting businesses.