Jennifer Hyman Quotes

In our experience, what we have found is the rare commodity is a good management team. And good management teams manage through good and bad cycles and manage to grow their business over a long period of time.

Challenges need to be given to an organization.

Sometimes, when you're building a company, out of necessity there's just a gazillion things you have to learn and figure out.

CEOs shouldn't worry about their budget all the time - on a day-to-day basis, they should work on managing their company, building an awesome product, developing key relationships, identifying distribution channels, etc.

It's not wise to limit firms' expansion projects. Let us only be limited by the market.

A business like an automobile, has to be driven, in order to get results.

When you start a business, go for the lowest hanging fruit.

I need to build my team around my weaknesses.

A savvy entrepreneur will not always look for investment money, first.

If you're running an engineering or finance company, all companies depend on ideas and ingenuity. I think the principles of creative leadership apply everywhere, whether it's an advertising company or whether you're running a hospital.

Initially we both did a bit of everything towards making each game but as we began to hire people and the business grew we naturally went in different directions, and away from the coalface of development.

Inventories can be managed, but people must be led.

I think it's natural for any manager to want to grow his business. The question is at what rate, and in what direction, and in what format?

The classic problem as an entrepreneur is that they have a hard time delegating. But that's really crazy. Recruiting other executives is critical, so is dealing with customers and dealing with regulators. Those are functions that only the top founders can 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.

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.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

I don't think a manager should be judged by whether he wins the pennant, but by whether he gets the most out of the twenty-five men he's been given.

A manager's job is simple. For one hundred sixty-two games you try not to screw up all that smart stuff your organization did last December.

You can't grow long-term if you can't eat short-term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is.

Making new products is an easy tap for a company in a recession.

You can't run a €10 million business the way you run a €1 million business.

I feel like I've done a pretty good job of scaling because I got some great mentors along the way that helped me realize I just have to build a phenomenal team around me that makes my job a lot easier.

At Andreessen Horowitz, we talk about the notion of being 'too hungry to eat.' That's to say, we often see startups that are so entrenched in the product that the founders forget they need muscle to grow.

I’ve worked as a leader for many years and I’ve always trained myself to be prepared for the worst.