Fred DeLuca Quotes

I wasn't born a natural entrepreneur. I had to be trained.

Being a start-up has nothing to do with the numbers. It's that everyone who works there has the chance to do everything and have an impact.

My children have been learning lessons about entrepreneurship since they were in kindergarten, and these lessons are paying off: even though they are only 22, 18, and 15, they have already collectively launched three nonprofit organizations and several new businesses.

When I was in college, I studied business because I thought I wanted to be a director and producer.

Entrepreneurs don't believe the future is predictable - but they do believe that they can create the future themselves.

It's very much like filmmaking always is-you're always asked to do something that you're not sure you know how to do. So you make an educated guess as to what you think will work and you hope between that and plan B, that you can end up with a product that's really good.

An entrepreneur assumes the risk and is dedicated and committed to the success of whatever he or she undertakes.

When Facebook famously moved out to Palo Alto, there were people in the same house Facebook was based in working on different ideas. It is vital to remember that.

That's one of the things I love about entrepreneurship is that if you see something that you don't like - and if you think you have a better idea - you can pursue your model.

Part of the challenge of being an entrepreneur, if you're going for a really huge opportunity, is trying to find problems that aren't quite on the radar yet and try to solve those.

I design my start-up ventures around my own personal beliefs and values.

I'm not the smartest guy you've ever met, or the hardest-working. I was a mediocre student. I'm not technical at all - I can't write a word of code. What sets me apart, I think, is a tolerance for risk and an intuition about what will happen in the future. Seeing where things are headed is the essence of entrepreneurship.

Offer someone the opportunity to rebuild a company or reinvent an industry as the primary incentive, and it will attract those drawn to the challenge first and the money second.

My drive into high tech doesn't involve a lot of people - just me and a very small team.

The person who figures out how to harness the collective genius of his or her organization is going to blow the competition away.

A lot of people say I was brilliant. I wasn't. I was an opportunist: a young entrepreneur who saw things and took advantage.

I always feel like if you have a smaller crew, you can not only get to know the individual strengths of people more specifically, but then, you also give them a longer runway to be able to apply the knowledge that they have learned to subsequent work.

At least before my hip replacement, I had a quick first step. I could get by you off the dribble. My business game is the same way. I can turn an idea into a business before you know it's going to be important. My first step will blow by you.

The most important thing you can do when starting a business is surround yourself with smart people who know a lot more than you do in certain realms.

Entrepreneurs typically have an instinct for smelling opportunity, but that same killer instinct can quickly turn to weakness when it becomes a distraction from primary goals.

Creating a billion-dollar company is hard, but being a truly great leader is even harder.

To be a director, you need to be reliable, on time, confident, calm, all of those things you see demonstrated in the military.

A lot of entrepreneurship is seeing the future in a way that no one else sees it. Then, it becomes about execution and doing what it takes to succeed.

We never would have built ClassPass if I hadn't learned so much from the Classtivity experience.

I am an entrepreneur and I wanted everyone to see the business side of me, and everyone will get to see that on 'The Celebrity Apprentice.'