Mark Pincus Quotes

Then, again, the ability to organize and conduct industrial, commercial, or financial enterprises is rare; the great captains of industry are as rare as great generals.

A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing.

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.

Nobody knows how to be a CEO. It's something you have to learn. It's a very lonely job.

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

As the Executive Chairman of 'Breitbart News' with a long run in business and finance, I can tell you, it's hard to run a company that is infinitesimally smaller than Fox; it takes a steady and experienced hand.

As one grows their company and brand, you have to learn to be a leader, and there's no formula.

So many entrepreneurs view their companies as their babies. They micromanage, and they stall.

To be the best CEO you can be, you have to be passionate about the business you're running. And I have true passion for the financial markets and the financial industry.

As far as funding and building a team, you being romantically involved with your cofounder really shouldn't play a factor in how you run the company and how you create a team or find resources. It's all about the partnership.

A successful entrepreneur is one who recognizes her blind spots. You may be the world's best engineer, but you probably have never run a 10-person sales force. You may be a brilliant marketer, but how do you structure a cap table?

It is incredibly fun to run a company like AMD.

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.

Companies the size of PepsiCo is like running a little republic, there is no question about it. The only difference is that I don't have to worry about the media hounding me every day, on every word that I say. I have a board of directors that runs the country in the interest of the stake holders.

Money is always the least of the problems. It is finding the right business or growing the right business. You can't do that without the right people.

… good luck and good timing are huge components of outsized success in entrepreneurial endeavors. Lots of things have to go right, and the planets have to align; that certainly happened in Amazon’s case. Our timing turned out to be very good. And so you can’t sit down to write a business plan and say you’re going to build a multibillion-dollar corporation; that’s unrealistic.

Often, entrepreneurs don't build a board until they are forced to by their VCs when they raise their first financing round. This is dumb, as you are missing the opportunity to add at least one person to the team who - as a board member - can help you navigate the early process of building your company and raising that first round.

Obama doesn't know how to invent the iPhone; he can't start a successful business. He's never really worked in a business except for the briefest of times.

The deciding factor of why some entrepreneurs are successful and others fail is not limited to your DNA or your education; it is about the actions you take as the leader of your business.

I never aspired to be a public figure. I have always been interested primarily in real business and the development of business strategies.

When you're the CEO, you take responsibility.

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.

The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.

I've been lucky to be at companies that have been at interesting intersections at the time I've been able to run them and lead them.