Kevin Lynch Quotes

An entrepreneur is not a person who starts a company, but he is the person who actually solves a problem.

My business is the analytical framework.

Twenty-eight years in business and you understand the importance of problem solving and the importance of efficiency, because if you don't become efficient, you don't run a business well, and you are out of business. And I think some of those principles could be applied to leadership in Washington.

In business, you try to solve problems.

This industry is 90 percent business, 10 percent talent.

It's so easy to make things complicated in business.

A diplomatic mission, like a company, is comprised of multiple departments, all of which must be relied upon to move business forward.

Running a real business is exacting, daunting, repetitive work. Even in Silicon Valley.

I believe Business Objects is on the cusp of becoming a multi-billion-dollar sales company. There is tremendous growth potential for business intelligence.

I've been good at product entrepreneuring.

I considered going into business or becoming a lawyer - not for the money, but for the thrill of problem-solving.

You have to be very fast-thinking, creative, and mobile. It is key to making a business move.

We are a mission-driven company. In order to do this, we have to build a great team. And in order to do that, you need people to know they can make a bunch of money. So we need a business model to make a lot of money.

One of the tests of leadership is the ability to recognize a problem before it becomes an emergency.

Our business is about technology, yes. But it's also about operations and customer relationships.

I like knowing about everything, and I think that really helps me in my business.

Being a conglomerate, each of our businesses has a different challenge; business landscape is different for each business. It makes it challenging as well as exciting.

I've got to let the people who are in the business run the business. I can help them think through their decisions about products, about partners, about hiring. But in the end, the decisions are theirs, and so is the responsibility.

You don't start a company because you want to be an entrepreneur or the fame and glory that comes along with it. You become an entrepreneur, and you create a company to solve a real problem. And by real problem, I mean a problem that is going to exist down the line.

Once you start thinking more about where you want to be than about making the best product, you're screwed.

Thought, not money, is the real business capital.

Once you understand business models you can then start prototyping business models just like you prototype products.

If you can run one business well, you can run any business well.

I've never really thought of myself as an entrepreneur. I think of an entrepreneur as someone who wants to make a lot of money. That has never been at the top of my list.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.