Randy Pitchford Quotes

India is a country with huge potential, and it remains an attractive high priority market for PepsiCo. We believe we have only scratched the surface of long term growth opportunities that exist for PepsiCo and our partners.

The guys from Atari that are making the next Alone in the Dark game came and we had a great meeting. I'd love to do that. I'm a fan of videogames. I like them. And to get to be part of one of them would be a fun and exciting thing.

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

There's tonnes of room for more people in the tech market, and there are lots of content gaps that have still not yet been tapped into.

I just want to make things that people want to buy. I have no confusion about this.

We believe that either our own teams or teams that we direct are best capable of creating 'Mario' games that will live up to the franchise. The same is true for 'Metroid' and 'Zelda' and all those wonderful properties. For us, we want to control those characters as a key corporate equity.

Legendary is in the unique position in that they have the resources to take risks, which I think has really benefitted 'Pacific Rim.'

We are so fortunate that our IP has been so effective out in the marketplace that every time there's a new iteration, our developers feel a sense of pressure.

In the end, given the way we view the world and the way that we view ourselves as an entertainment company, our biggest challenge is creating content and creating services. Excite people. We were fortunate we were able to do that with the Wii.

With a strong foundation in place, my goal is to keep progressing forward and continue making my mark within the entertainment and fashion industries.

Harman International's dedication to research and development, as well as its strict adherence to quality manufacturing, are well known throughout the corporate world. The opportunity to lead a company with such high standards, worldwide reputation, and outstanding growth potential is extremely appealing.

When I got to Activision, it was like a carnival. They had a recycling container filled with cans and a sign over it that said 'Activision Takeover Defense Fund.' Activision was making games based on passion and gut instinct. We needed to develop games based on P&L statements and what was going to sell.

I have to be proud of what I'm doing. When I created Caliche, it was something I really wanted to drink and that I wanted my friends to think is the best.

The ways that you innovate within a franchise are not inconsistent with the ways that you create new franchises.

I'm hands-on with everything. I approve the designs of everything we do because that's my brand that people are buying. I want it to look good.

I just want the business to continue to grow and for our brand to become one of the most respected household names in craft, both in the U.K. and around the world.

I believe that From Software has to create new things. There will be new types of games coming from us, and 'Dark Souls 3' is an important marker in the evolution of From Software.

What's funny is that by the time everyone plays the game - you know, we finish it, and then it takes a long time to make copies and ship it and get on the shelves - we probably haven't worked on it for a month, two months. So, we've already taken our break, and then we're on to the next thing.

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.

There's no trend lines that work in entertainment. You can break any trend line by offering value that we as consumers of content want.

Our job is to build a company for the future that can meet the demands of the artist and fan of the future.

It's all about producing products people want.

I'm so honoured and excited to be working in the business at a time when it's truly progressing.

In 2001, I did some research and identified four characteristics that successful companies share. One, they aspire to be leaders in their businesses. Two, they have global potential. Three, they are innovative. Four, they display a ruthless focus on financial returns.

The thing I learned from Travis Kalanick, Elon, and others is they don't spend their time thinking about competition. They think about what they're going to build next.