Jeff Jordan Quotes

One of my major objectives is to build a long-term enterprise, to build shareholder value over time.

In my own experience as a C.E.O., I would find myself laying awake at 3 A.M. asking questions about my business, and there weren't management books out there that could help me.

As an entrepreneur, in many ways it's like looking into the crystal ball for what my company will hopefully go through as it starts to think about bigger challenges - scaling internationally, getting ready to go public, and all those different things.

Board meetings should not be for the benefit of the board. They should be for the benefit of the CEO and the senior team.

As a first-time CEO, I wasn't sure if I would scale to run IronPort long-term. But I wanted a legitimate shot at it.

We are fortunate to attract an energy executive as strong as Banmali Agrawala.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

It's very easy to criticize the CEO of the market leader.

SK will evolve and develop based on its corporate culture and human resources.

I look forward to working closely with the CDK Board, management team, and employees to enable CDK to meet its full potential to generate value for all of its stakeholders.

I know I should not be a hindrance to SoftBank's future growth and that I need to pass on the baton to the younger generation.

Look first at management. That's the key to a company.

Businesses will ultimately go where the markets and opportunities are.

You shut the door, you tell the boss exactly what you think. But when the door opens, the job of the vice president is to stand right next to the president and implement the policy that he's decided. And I'm prepared to do that.

In addition to Richard Branson joining the board, we have attracted and commanded the greatest minds to guide us as we position ourselves for global growth. Their proven leadership in their respective industries adds another dimension in helping us achieve our dream of bringing Virgin Hyperloop One technology to the world.

In 1997, my father appointed me CEO but acted as player-coach, keeping busy on long-term clients such as KFC and international travel brands.

The life of a business is not like a football team! We are not taking part in an Italy-France game or against Germany.

In large companies, the CEO is very distant from operations.

Taking risks and being focused, sometimes, are at odds. Both are required to build a great company.

A CEO of a multinational global company can't say what to do; you've got to plant the flag.

I am excited to be working with the dedicated Four Seasons board and leadership team to build upon their reputation for industry-leading customer experiences while seeking out innovative ways to leverage technology that will help spur additional growth.

Creative tension is constructive. Its purpose is to bring out the very best in management so that senior executives can generate the greatest value for shareholders, stakeholders, and society at large.

CEOs shouldn't worry about their budget all the time - on a day-to-day basis, they should work on managing their company, building an awesome product, developing key relationships, identifying distribution channels, etc.

It is not often that one of the world's best entrepreneurs rings you up and says 'I've got this business we are about to float off as an independent company and we'd like you to be chief executive.'

If you think the job of a CEO is to increase sales, then Ballmer did a spectacular job.