Daniel Schwartz Quotes

I started at Pillsbury as a manager in one of their analysis functions, then worked my way up the corporate ladder to become vice president. Moving to Burger King was an important moment in my career.

I would like to have a managerial career as a director.

I hadn't grown up always aspiring to be a CEO.

I've been told I'm a good midcareer manager.

No one is born a CEO, but no one tells you that.

As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.

I would love to be a general manager just for the challenge.

Successful business leaders who have helped build institutions of lasting value - all are committed to talent and a culture of excellence. This is usually accomplished by the identification, retention, and development of great people.

I thought about possibly being in the front office, being on the management side of things like a GM one day.

Ashley Cheng, who I've worked with for 20 years, he's the studio head in Rockville now. He manages more of the day-to-day stuff. I can focus creatively on what we're doing now and what we should be doing in the future.

What I have done in my management career means I would have a good chance to get offered a job that will give me a chance to achieve success again.

Being a successful CEO, where I've driven a bottom line, assembled teams, driven results, that's a critical benefit to running the state government.

To operate a company of the size of Sears Holdings or Wal-Mart or Target or Home Depot or Lowe's, you need a combination of skills, and each of those skills needs to be sufficiently strong.

You always learn lessons in business.

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.

I'm actually developing a project so that I can have a lead.

The essence of business to me is great people run great companies. Mediocre people don't do a very good job.

Over the past several years, I've been more in a managerial role.

I learned a lot from Jack Welch about how to run a business.

Business requires understanding financial matters, but management is different from running the financial aspects of the business - it requires understanding complex systems, how they operate, the nature of organisations, what happens when people interact in groups and how to motivate and guide people.

Few people would doubt that Mark Zuckerberg would build a great product. But I, at least, would never have expected him to become so great at hiring, motivating, managing, and ultimately getting whatever it is his company needs from people.

I have run large organizations, I know what it takes to create a healthy business climate, and I have more experience than Jerry Brown doing that. So it'll be a stark contrast, a career politician vs. someone who has met a payroll, gotten a return on investment, knows how to use technology to do more with less.

We are very fortunate to have Matt Carter join the Apollo board. Matt brings deep management, operations, marketing and international business expertise to the company, along with a track record of growing and strengthening well-known consumer brands.

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

I've run businesses with thousands of people. I've run businesses with 10 people.