Brad Feld Quotes

I get by mostly on speaking engagements, but as soon as I try to pay myself, I end up having to give it back to the business to cover operating expenses or other unplanned costs.

Budgets are blueprints and priorities.

Budgets are nothing if not statements of priorities.

The Profit and Loss Statement tells you a lot about how your business is doing. It can also help you to determine ways that you can go about saving money so that you get to bring more money home! Basically, the P&L statement measures all of your income sources verses all your business expenses for any given period of time.

Control your expenses better than your competition. This is where you can always find the competitive advantage.

I don't care about revenues.

I'm not saying M.B.A.s can't be great entrepreneurs. They can. But you don't need a degree to figure out it's costing you $5,000 per month to run your business, so you need $30,000 to keep it going for six more months.

The suggestion that we were pursuing consolidation as a replacement for reaching our financial targets by 2018 is fundamentally a bunch of hogwash.

The first aspect of a business that you need to make it work well is money. Once the money aspect is flowing, you can freely work on other aspects.

Why can't modern tech companies both grow and turn a profit at the same time?

From a financial perspective, you have to think about what the film will generate in revenue so you can set a budget against it.

You know what kind of companies generally survive? Companies that make more money than they spend. I know, duh, right?

There is never a time in a company's history when cost control can be relegated to the back burner, but for a startup company, keeping costs low is a vital necessity.

You have to manage money. Particularly with market economies. You may have a great product, but if your bottom line goes bust, then that's it.

Remind people that profit is the difference between revenue and expense. This makes you look smart.

Landing a million-dollar investment for your startup is exhilarating. But as big as that number sounds, it doesn't go far. Many startups just getting off the ground won't have a CFO to monitor finances. It doesn't take much for spending to spiral out of control.

It is important to be financially savvy when you turn producer. As a director, you just need to have a good script in hand.

It'd be nice to make lots of money but it's quite difficult, because every time I make lots of money I make a bigger piece that costs lots of money.

Manage your spending by creating and sticking to a budget.

Know the difference between your necessary and discretionary expenses.

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.

I'm very aware of my spending, but I'm not very aware of my income. There are certain times when I speak to my accountant, or something will pop up, and I'll be like 'oh' but it's not really a frontrunner in my head.

If you don’t balance your budget in business, you go out of business.

Show me your budget and I’ll describe your strategy.

I truly believe that the combination of a strong top line together with a strong bottom line is what makes for a sustainable business.