Jerry Reinsdorf Quotes

For us as players, revenue sharing, getting a larger percentage of the pie, is important, but also the overall growth of that pie is important.

Just as Jimmy Stewart and Tyrone Power get 50 percent of the profits, so do I.

The best way to invest corporate profits is to give them to the employees.

That got us started on revenue sharing, and we couldn't have done it without all the teams.

I learned a lot from Jack Welch about how to run a business.

Ultimately, if you can say that I'm a bad owner and we're winning championships, I can live with that. But if we're not making the playoffs and we're spending and losing money, then I have to look in the mirror and say maybe I'm not taking the necessary steps to doing what it takes to run an organization.

I joined 3G when I was 24, but I didn't really have much of a management role there. I became C.F.O. when we acquired Burger King, so that was my first time managing people. I had just turned 30.

I am the CEO of HCL Corporation, and, of course, a large part of my time does get spent in HCL Corporation, whether it is in actively managing our investments or perhaps even the governance and accountability and really seeing the strategic direction forward for HCL Corporation.

I've always been on the business side - running P&L and working with clients.

I would love to be a general manager just for the challenge.

In 1997, my father appointed me CEO but acted as player-coach, keeping busy on long-term clients such as KFC and international travel brands.

I've had a real business education.

I love spreadsheets. I do all the finances. I pay the publicists. I have to compartmentalize the creative and the business, so there are sacrifices. But ultimately, I get to be the CEO of my own business.

I think every business is definitely different. There are certain businesses where execution is everything.

We were the leaders of a company at the age of 15 with lawyers, tax advisers and managers around us, all on our payroll. A huge chunk of responsibility rested on our shoulders, which at the same time was a good thing since we hate superiors.

Business books are generally read and written by people who aren't good at business.

Since childhood, my mind was wired like that. My mindset was I want to be a businessman.

I would like to have a managerial career as a director.

Being a CEO requires a specific skill set, and a background in engineering equips individuals with the ability to plan logically and make decisions that fit properly within the context of the business.

I'm Shaggy. I'm a business.

J.D., MBAs typically go into the financial world. What I love is driving the top line.

It is not often that one of the world's best entrepreneurs rings you up and says 'I've got this business we are about to float off as an independent company and we'd like you to be chief executive.'

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.

If the club is doing good, the club is getting income, then the club can share it with the players. But when the situation is not going according to plan, you have to look at the financial bit and see what you can change.

I've learned a lot about business from snowboarding: how companies run, how the game works.