Lloyd Dorfman Quotes

Budgets are blueprints and priorities.

On Lock, Stock, we didn't know where the money for shooting the next day was coming from.

If you're successful and growing, you can manage any way you want to. Growth makes so many dimensions of management easier. It's when growth stops that things get tough.

Philanthropy without scale and sustainability is like any other bad business that will simply wither and die on the vine.

Our struggle is to identify the sources of revenue and the means to obtain the funds. Without funds, all the planning and research studies can't help us.

The World Bank can only survive if it's spending money.

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

As a business owner, I understand the importance of prioritizing your bottom line, but it's equally as important to consider how you can succeed while also thinking about the long-term impact on the community.

I think the model of the Championship should be reconsidered, because the turnover of owners, keep changing all the time every one, two, three years, is not really healthy system for the fans, for the clubs - this is because it is really not sustainable to stay in the Championship.

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

As you start the company, you start spending spending spending ahead of revenue but then you come out of it and very quickly you should become a company that spends less than it makes. And what I mean by very quickly, is that window of time should be in that 6 to 8 year time frame. And the reason is because if you build your business model correctly it's almost unavoidable.

Growth today is an investment for tomorrow.

Budgets are matters of priority and prioritizing. It's a high priority.

I have learned, if you give a team a budget, then the team tries to maximise the budget so that they get the same next year.

You have a burden going into any campaign when you're raising money to fund that effort because there's always a desire to spend more money than you have.

Growth is always essential. Running any tech company, you want to make sure you're growing. Putting in place all of the right structure to be able to ensure growth.

I don't spend unnecessarily. The problem with the industry is we don't budget our films. Plus, we spend bizarre amounts on marketing. If you have a good film and a good trailer, you don't need to spend so much.

We are not frou-frou creative types. We have done both sides of the business and are constantly asking ourselves, 'How are we going to pay for this?' But the criteria is that it must fit with our world.

If I get a lucky win, it is difficult to sustain that over time, so we have to maintain a style.

All of us in Canada have to be better at making a dollar count, because we have fewer dollars.

Knopf is solidly profitable, and that is how I intend to keep it.

As a CEO, you have to take the active action to force most of your resources to stand idle from time to time - or go bankrupt.

Engineering is the art of managing scarcity - it's easy to design and build a massive bridge that will last forever if cost is not an issue. Similarly, to build a new company, you must manage scarce resources.

Your campaign shouldn't just die the day you spend your last cent.

Competitions are a business, first and foremost.