Ednita Nazario Quotes

A skilled Transition Team leader will set the general goals for a Transition, and then confer on the other team leaders working with him the power to implement those goals.

While a lab director can get done the things that he regards as important, he has the more important job of bringing out the best ideas of the broader scientific community. I learned this early in my career while I was leading the construction of the SPEAR facility.

When I did a high-profile project, I was not the developer of it.

A big part of my job is to accelerate our ability to bring innovative products to our customers more quickly.

I suppose I was always attracted to the producing function - trying to put things together and make things happen.

Whoever has the best take is what matters. My challenge is finding the best take, and it'll always be that.

I always feel that the best kind of producing - and frankly, it has to do with what I like to do - is you're the big-picture person.

Americans can take on huge projects. But they need to understand why they should take on a huge project.

A subset of CEOs is that of entrepreneurs. And the classical definition of an entrepreneur is an individual who pursues opportunity without regard to the resources currently controlled. That sounds like a very different person than one might expect an analytical investment manager to be.

I've been in charge all my damn life, but executive producing is teamwork. You're involved with every aspect of the production, from casting to locations, everything.

Most people who go into business for themselves and, therefore, believe they are entrepreneurs, are doomed to struggle because they don't have a true Entrepreneurial Perspective. They have a Technician's Perspective.

If you ask anybody at Microsoft, could they spend more money, all of them would say yes. They should say that! They should say, 'Yes, I have so many terrific innovative, interesting, awesomely impactful ideas that you have to get me more money.' I love that. I love that energy, and I listen to some really fascinating arguments.

Nurturing a project from the ground floor is something I've been wanting to do.

Entrepreneurs are moving from a world of problem-solving to a world of problem-finding. The very best ones are able to uncover problems people didn't realize that they had.

I have to bring my A-Game 24/7, between creating, draping, and overseeing a myriad of different brands.

Organizing has to be a 12-month endeavor.

We have to address impediments that stall implementation of projects and streamline the process to ensure smooth execution going forward. We need to address the leverage levels among corporates to restart investment cycle.

I had ideas. A lot were good, but in many ways, I had no idea or experience about how to carry them out.

I enjoy juggling four or five different projects in the air and finding connections and disconnections between them.

I'm a very hands-on producer.

I don't believe in projects of more than three years.

We know Donald Trump wants to hit his goals ahead of time, and under budget.

For the VA to thrive as an integrated health care network, it must be agile and adaptive.

I don't think I've ever worked on anything that wasn't way bigger than we expected. That's all the way back to working on fighting games at Paradox. Everything seems to balloon when more and more people get involved.

The innovation of our workplace is key to the development of innovative solutions that address the evolving complex challenges of our clients.