Tulsi Tanti Quotes

Tactical Work is the work you do every day in your business to generate income, along with all of the operational, financial, and management tasks that entails.

If you don't have a VP Finance on your team reporting to you, do yourself, your team, and your investors a favor and go hire one right now.

No matter what business you're in, business is business, and financing and money are critical. I would have made a lot fewer mistakes if I had more schooling in that area.

Business has only two functions - marketing and innovation.

Today, I think a CFO needs to be more of an operating CFO: someone who's using the financial data and the data of the company to help drive strategy, the allocation of capital, and the management of risks.

I have been in this business for over 30 years. I've seen a lot of development programmes. They don't all run smoothly.

I really love being finance director.

When you're talking about capital and financial things, which I certainly pay a lot of attention to, I base those decisions on one question that I typically ask myself, which is 'Does it help us to build a better company?'

I was not a project manager who was managing and executing the day-to-day operational work of building HealthCare.gov. I didn't have the kind of comprehensive, detailed, deep knowledge of that project that a manager would have.

Know the business; you need to know the business side of things.

Accountancy prepares one to be able to run very different kinds of businesses, and my background prepared me for the music.

The Interros strategy toward various assets generally depends on the stage of their development and level of their maturity.

The key, I think, from a business point of view, is to learn how to be efficient in making a record that's not too expensive, so that you're not going crazy spending tons of money making a product that might not ever return that money.

If you don't operate it as a business, you aren't going to be around very long.

Once you become a producer, you're really selling something. It is a control issue, because you don't really know how it's going to pan out, but the creative control makes it work it.

Sealed Management

Don't ever let your business get ahead of the financial side of your business. Accounting, accounting, accounting. Know your numbers.

I have not been a believer of point guidance. It really limits your flexibility to do what you want. It leads to behavior that is not supportive of long-term shareholder value.

Like all small-business owners, I know what it's like to take a risk on an idea, manage cash flow, navigate regulations and tax laws, and create jobs.

As we were growing retail, and it was a huge growth phase, it was very important to keep our quality under control. Therefore, it was not just distribution, not just back-office operations, but also the risk-management practices. And these we learned together, supported by technology.

I've made a payroll. I know what it's like to execute a business plan. I know what it's like to expect the proper return on investment... and I know you can't spend your way out of debt.

I decided that there was only one place to make money in the mutual fund business, as there is only one place for a temperate man to be in a saloon: behind the bar and not in front of it.

Capital structure isn't an eyeshade economic thing: It's about your ability to protect your workforce and your service levels.

In the finance world, we used to spend all of our time looking backwards, reporting on what happened. Can I book it? What are the numbers? Now it's about looking into the future. It's about planning and integration. The role of finance is now that of a partner in the business.

Quit being 'busy' and start actively owning and operating your company, and you'll be able to understand where the money is coming from and how to make more of it.