Chamath Palihapitiya Quotes

The best thing is to go public only when you're absolutely sure that's the right move for the company. And in order to make sure that is the case, you need to have as much control over the company as possible, which means not giving up control early on.

I think one thing that may have happened with both Facebook and Zynga is that they may have waited too long to go public. They got particularly cute on that front.

There was a time when I was wondering about this business of going public, so I visited about a half-dozen companies in the Boston area, all of them formed by MIT faculty and all had gone public.

With a private company, you've got to get into who's investing and what's the balance sheet like. So going public is a positive thing from the perspective of the sales organization.

I want to go public because I have the right reason to go public - because the benefits outweigh the costs.

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

Going public for the sake of going public is not really an optimal thing. You're going public because as a company you believe it is the right thing to do and it will benefit the ability of the company to achieve its long-term objectives.

We absolutely take no decisions based on the share price, not for LVMH.

Any company of my size cannot live without thinking it's possible to go public one day.

One of the things that may get lost among all the hubbub when a company is 'going public' is that the business can now be owned, in part, by its greatest fans.

The most important thing for us is investing and making companies great, and then they have all the options they want, whether that's to go public or stay private.

I met with several public company CEOs to learn about their experiences of going public and listened to as many earnings calls as I possibly could.

I have almost no interest in quarterly reports. Running a business or investing in a business based on quarterly earnings doesn't make any sense at all to me.

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

When buying shares, ask yourself, would you buy the whole company?

It was the same thing as going into a business community and interesting the leading business men by giving them shares.

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.

There will come a time and place it will be appropriate for us to consider going public.

As a serial entrepreneur, angel investor and public company CEO, nothing irks me more than when a startup founder talks about wanting to cash in with an initial public offering.

Whether you stay private or go public, after all is said and done, a CEO's job is to create lasting shareholder value.

When you're starting your own business it's really important to think through your plan: what's the idea, why is it relevant to the market, how much money you are going to invest, how are you going to tell people about it.

I have long believed the corporate world is plagued by poor capital allocation decisions.

I've got $130 million in the bank and a whiteboard full of cool ideas for emerging markets and technologies where we're gonna test the waters and see what happens.

It is very clear for us; we will do whatever is in the best interest of Shriram shareholders.

I'm not scared of many sectors, so if you look at my investment portfolio, it is pretty wide. I've invested in anything from market research firms to fashion houses and textile companies.