Neeraj Kabi Quotes

I spend 90 percent of my time saying no, and my accountant yells at me for it, but when I started in this business, I wanted my career to have legs.

All entrepreneurs make decisions. Some will go right, and some will not go that right.

My label in Toronto was 'Stand Pat' and I think that was a fair assessment. I tried to be patient, but if a trade came along - big or small - that I thought should be made, I would make it.

The essence of good business is knowing when to step on a train and when to step off.

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

We absolutely take no decisions based on the share price, not for LVMH.

Leaving my first agent was both my best business decision and my worst business decision. It depends on how I want to look at my career because of opportunities that may have come had I stayed with him and because of the opportunities that did come because I had to fight harder for roles.

Don't make career choices on short-term financial gain. Job satisfaction and career enjoyment are far more important.

I can make it very clear: I get paid if we make good investments. And if we don't, I don't get paid. I have no incentive to sell our companies to Google; the entrepreneurs get to decide that. We are minority shareholders.

Businesses make decisions based on what they are seeing in their order books.

All business proceeds on beliefs, or judgements of probabilities, and not on certainties.

All business proceeds on beliefs, or judgments of probabilities, and not on certainties.

I just hate meetings. Though it's true that once you've made a lot of money, people around you might be full of ideas about ways to make lots more money and might be disappointed that you don't want to seize every opportunity to do so.

Follow sound business trends, not fashion trends.

Are the things that now, in retrospect, with what I've seen happen to my company, would I have done some things differently? I think - I think we all would do - we would do a number of things differently.

When better business decisions are made, economists won't make them.

As I've said, in 2007, we're free to go and we'll just have to do what's best for the business.

Good household decision-making often relies on thinking about your household like a firm.

It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.

But you don't get into a business because of personal tastes.

I think you're defined as a company by what you choose to do and what you choose not to do.

I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.

It's all about trying to be very careful about what your next role or what your next move is gonna be. It's all about trying to have longevity in this business and make smart choices.

You don't make spending decisions, investment decisions, hiring decisions, or whether-you're-going-to-look-for-a-job decisions when you don't know what's going to happen.

Empirical and observational data along with a healthy dash of intuition often have to be combined as business owners begin to look outward, not inward, at what solutions they can provide to their customers.