Ruth Porat Quotes

If you have a great idea that can translate elsewhere, then that's where the scalability comes in - and that's where you can actually start to make real money.

Our goal definitely isn't to sell Stripe.

The way to build billion dollar companies is to first build something people love. There isn't really a shortcut there.

We wanted Glossier to have an excellent customer experience and reach as many of you as possible from day one, so we went with venture - the stuff fast-growth, tech-enabled companies like Facebook, Amazon, and Apple are made of.

The only way to generate sustained exponential growth is to make whatever you're making sufficiently good.

When you improve your product so it does the customer's job better, then you gain market share.

When a company is charging money for a product - as Evernote does for all above its most basic service, and same for Dropbox and SugarSync - you understand its incentive for sticking with that product.

Current ethos in Silicon Valley is that if you build a website that people keep coming back to and is changing the lives of millions, you can eventually make money.

Focusing on the long term and building a great product that is scalable ultimately leads to a great company.

When you create something that is popular, when you create a solution, you're an innovator, and you solve problems for people and they like what you have to offer, of course you automatically make money.

It's actually not unlike Google at that stage of development. They had an up-and-running site. It wasn't losing very much money, it wasn't making very much money, but it was growing.

You can choose to be very profitable very quickly if you don't want to grow.

Every startup should address a real and demonstrated need in the world - if you build a solution to a problem lots of people have, it's so easy to sell your product to the world.

To ensure we are meeting the demands of existing customers while also attracting new users, we remain focused on building cutting-edge technology and introducing new and innovative product offerings.

We want to make as big a market as we can with our current product.

Everything I write is designed to be milked to the last drop of revenue.

The thing about startups is you can make it, and if it's wrong you can remake it, and you can build a team that you want to have, a product that you want to have. You're utterly focused on your users or your customers and their needs, and trying to figure out how to meet those needs.

Our line of business structure has served us very well in the past, when customer segments and product requirements were very distinct.

All the biggest companies are based on a founder who had a need, hacked it together, and said, 'Hey, other people might want this.'

As a young analyst just out of Stanford business school in the 1960s, I got to really understand what growth was about. Back then, you had to ask a customer to pay some money. That was the most important thing in getting a company off the ground.

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

We want a direct relationship with our customers. To build a business and sell products to them.

Products are sold because they solve a problem or fill a need. Understanding problems and needs involves understanding customers and what makes them tick.

Some of the most successful products are born from a personal need to solve a problem rather than a desire to turn a profit.

Being right is important. Too many great teams march off saying, 'If we build it, they will come,' and then never are able to change the idea towards something that people really want.