Jason Calacanis Quotes

When you break it down, Yahoo! is a Very Large Display Advertising business, with a hefty side of search and a bit of this and that on top.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

I'm working with a lot of entrepreneurs and people launching new businesses. It's fun. It's what I've always liked to do and loved doing it in my years at NASCAR when we were growing NASCAR, building different lines of business and intellectual properties.

If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.

I didn't generate my success by being a prognosticator. I developed my reputation building our businesses by building great businesses and making them more efficient.

I long for the day when advertising will become a business for a grown man.

Our business is all about helping someone - a founder, a CEO - building a great business. It's not about seeing our names in the press.

I love building companies; I love making products.

It's not just buying the company. Sure, we picked the right companies, and we picked the right management and, most importantly, we've given them the right incentive to perform.

We are pushing hard to find quality advertising clients.

I wanted a CFO with public company experience; I needed an HR department, new office space, and a board which could help me grow the business. Insight, the private equity firm I chose, helped me with all that.

I try to figure out the marketing puzzle.

I initially wanted to work in the music industry more on the A&R side. While I was in school, I began working in the New Business department of an advertising firm, and very quickly I was responsible for roughly 70% of their business, so you could say I had a natural knack for the advertising world.

I look at building business as a creative process that I enjoy.

We started the 10/10 objective in 2011, and that time, our turnover was about Rs. 15,000 crore. We would like to have a turnover of Rs. 1,50,000 crore by 2021. This will be through high growth in domestic and international operations as well as through acquisitions.

I have targets for business achievements; I do not have targets for acquisitions. Because if you have targets for acquisitions, you end up making compromises in terms of valuations, and you buy things because you have a target, and it is not good for business.

And our size: The company this year is going to be close to $50 billion, so if that's the case and you can continue to grow that fast, I would rather put my energies to solving customer problems and growing our business than worrying about integrating and laying people off.

Successful enterprises are built from the ground up. You can't assemble them with a bunch of acquisitions.

I have learned that it is far easier to write a speech about good advertising than it is to write a good ad.

I wanted to build businesses from the time I was little.

I am excited to join the Workday Board at an exciting time in the company's growth and look forward to leveraging my past experience as a technologist and entrepreneur to provide advice as they continue to look at new areas of growth.

The biggest challenge is to build the team and start the company, while hiring people, raising money, building a brand which has no history, all at the same time. You're doing a lot of things that in an established company are already done.

Businesswise, everything's been good.

If opening your own business is the dream, then it must start with a Dream - not only to understand what it is that you want to do, but also, how you are going to build something better than the same chaotic environment you just left.

When we do acquisitions, we decide what we want. We decide what fills a hole. And if the price is too high, our alternative is the $5 billion we spend on R&D every year. We're not well-known for overpaying, because at Oracle we always have an alternative.