Andrew Yang Quotes

I founded SkyBridge - an alternative investment management company focused on seeding and partnering with emerging managers and mentoring Wall Street's next generation of Wall Street's entrepreneurs - in 2005.

Whatever the potential pitfalls, banks are increasingly enthusiastic about venture capital, particularly in new companies with strong prospects in fields like health care and technology.

I wanted to be a venture capitalist and join Sequoia Capital. They've financed and helped built some really special and enormously successful companies, including Google, Yahoo, Paypal, YouTube, Cisco, Oracle, Apple, and also Zappos.

Private equity does pay very well, and my counterparts, guys that I grew up with who are still working at a number of firms, all make a lot of money.

I've been a customer of the top venture capital firms, so I know exactly what they do and don't do.

I think this is also a great time to invest in private equity, helping companies grow from the ground up.

I wanted a CFO with public company experience; I needed an HR department, new office space, and a board which could help me grow the business. Insight, the private equity firm I chose, helped me with all that.

I have been in Wall Street all of my life. I love it. It has been good to me. I know many wonderful, decent, honorable, ethical, hard-working people that were in Wall Street with me.

I don't think a lot of people have been entrepreneurial about venture capital.

I hated being a junior investment banker. I loved the research business, the wealth management business.

We have a very competitive and profitable investment bank and strong asset management capabilities. We want to continue to build on all those businesses organically.

To prosper and advance, the American business sector is going to need a financial system oriented toward business, not 'home ownership.'

My best decision was to choose to go to Wall Street over law. I learned a lot and focused on the expanding software industry at a time when the independent software industry was just beginning.

I have never run a public company. I spent my entire life working for a private company.

I just hate meetings. Though it's true that once you've made a lot of money, people around you might be full of ideas about ways to make lots more money and might be disappointed that you don't want to seize every opportunity to do so.

I've probably done more venture capital deals and expansion financings than I have done private equity deals. But both are the same. Private equity companies have also built jobs.

I'd been a great angel investor, but professional venture capital was clearly not the right thing for me.

I keep anywhere between 5-10 percent of my net worth in venture ideas.

For seven years after college, I was a waitress at the Buttercup Bakery in Berkeley, and from there I got a job at Merrill Lynch as an account executive, from where I went to vice president of investments for Prudential-Bache Securities. I started my own firm in 1987.

I think one of the key differentiators I bring to the table as a venture capitalist is a solid understanding of the public markets and how they operate.

As I became a venture capitalist, it's almost like I went to the dark side for a while.

There's more honor in investment management than in investment banking.

There are lots of ways to make money in venture capital, and there are even more ways to be mediocre. The industry has too much money and too many smart people chasing too few great entrepreneurs.

At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.

I'm invested in about 13 private companies. I've advised probably another 50 private companies.