Julia Hartz Quotes

When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.

Every manager feels a responsibility to his board of directors and the public and the players.

In the ideal scenario, consultants work for a board, and they're helping the board check on certain aspects of management. Their work is made public and transparent.

Business principles are only as good as the practices that back them up.

If the staff lacks policy guidance against which to test decisions, their decisions will be random.

In my opinion, the most important thing in governance is management control.

I'm the CEO; I'm the one who should be looking out for risk.

Preventing staff from having too much influence and decision-making power is fairly easy. Appropriate procedural safeguards can be installed to prevent staff from, among other things, self-dealing, making decisions in an isolated manner, or committing funds without oversight.

One thing I have always promised is to be open and transparent and to treat employees and partners with respect and integrity.

Clearly in my mind, I have two distinct positions - owner and manager. So I am open to reviewing my performance as a manager as any other person in Sun Pharma.

When I was a CEO, the books on management that I read weren't very much help after the first few months on the job. They were all designed to give you directions on how not to screw up your company.

You have more independent eyes scrutinizing the decision-making and financial statements of companies.

The question was, in a sense, at Princeton Review, how much value was I adding as a public company CEO. I was adding less than other people might've... I think you want to move on when you've given your best work and then feel that you're not going to add as much value moving forward.

Competition leads both drug companies and private regulators to be trustworthy. If they are not trustworthy, they die.

We are constantly working towards the highest level of compliance possible.

We measure everything - why not governance?

I love criticism. Equitable Life went down because management wouldn't brook criticism, but if you are in business, you have to hear what's going wrong.

I'm a career Air Force officer. We have a saying in the Air Force: 'If you want people to be with you at the crash, you've got to put them on the manifest.' And so I was always of the view to almost leave no stone unturned when you're up there briefing the Hill.

I think they, Peter McCullough was, turns out was not a good CEO.

I have had the privilege of serving as city comptroller, and I lead 750 professionals in the office, have appointed eight deputy comptrollers... no one has criticized my management of these 750 professionals.

What should be the aim of management? What is their job? Quality is the responsibility of the top people. Its origin is in the boardroom. They are the ones who decide.

When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.

I like the idea of working my way up. I don't feel impatient to immediately jump into something that could literally bring down a studio if I don't do it well.

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.

If heads don’t roll, nobody makes any changes