Nancy Dubuc Quotes

In the organization of any major sporting event or the planning of a building, long-term thinking is key.

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

As a producer, you're there from the inception of the concept to the delivery of it. It just takes so much energy.

The weakness in the company is if we fail to execute.

This is a business that is much easier planned than executed.

I suppose I was always attracted to the producing function - trying to put things together and make things happen.

I always feel that the best kind of producing - and frankly, it has to do with what I like to do - is you're the big-picture person.

I've always prided myself on doing what really was best for business.

As a director, you realise the bigger picture.

I don't even have a management team. I have people managing my work but there are limitations when it comes to projects.

I want to find the right projects. I'm not going to take just anything.

The objective is to be competitive from March onwards.

Where I get involved is that I have to sign off the money, yet when you have target one, two or three from your process I feel fine going after the No 1 target and, if it's not to be him, then number two or three.

You have to go through a process, but you have to understand, if your objective is to win the World Series, we may not be winning it in 2017 or 2018, but that's got to be what your goal is, and you have to have a plan to get there, and you have to know, every step of the way, are you on plan - on schedule - or not.

I've always juggled a lot of projects because at least half the projects you do get shelved. So you have to do a lot of things in order for things to move forward.

Just like football, business is a game of inches, where the smallest advancement or advantage can mean the difference between winning and losing.

If the short-term decisions you make damage the long term, you should resist those. But there are many short-term decisions that you need to make to be a successful manager.

Engineering is the art of managing scarcity - it's easy to design and build a massive bridge that will last forever if cost is not an issue. Similarly, to build a new company, you must manage scarce resources.

I'm always investing and building things at the same time.

I think a project is full of charms if it's a good production or has a character that I'm greedy for.

As businesses grow, all sorts of things that once were done on the fly - including creating new products - have a way of becoming bureaucratized.

I am confident that I am capable of leading projects, which are even complex.

Management always has a big influence on your success, no matter how good or how bad the business is itself.

With experience also comes the understanding that you have to beat the rally before you can beat the competition.

If you spend £200million, £300m every year, obviously, even if you make mistakes, you have a good team, but without spending so much money, you can still improve and do well.