Dan Schulman Quotes

A behemoth budget does not mean there is much discretion in allocating it.

I've made a payroll. I know what it's like to execute a business plan. I know what it's like to expect the proper return on investment... and I know you can't spend your way out of debt.

Economy consists in a due and proper application of the means afforded according to the ability of the employer and the situation chosen; care being taken that the expenditure is prudently conducted.

For resourceful tech founders, finding capital is rarely a problem; making the best use of it is another story. A few years slinging pepperoni pies and chicken wings - on tiny margins and with minimal investment - might not be the worst fiscal training.

Every family in America knows they have to do a budget. Every small business in America knows they have to do a budget. Every local government, every state, knows they have to do a budget.

The first thing you've got to remember is that it's your clients' money you're spending.

You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

When you're a younger company, you struggle, struggle, struggle with, 'How are we going to pay the bills, and how are we going to hire people, and how are we going to get a bigger office?' Just managing the company is so hard.

And with the money from your corn, from your rents, and from the issues of pleas in your courts, and from your stock, arrange the expenses of your kitchen and your wines and your wardrobe and the wages of servants, and subtract your stock.

The key to building a sustainable content company is to control costs.

We do not have a revenue problem in D.C. or this county. We have a prioritization problem. When you create the priorities you fund the priorities of the country and you stop spending money when you get to zero.

Putting together a sustainable budget requires that we all work together, that we focus our scarce resources on key priorities, and that we strengthen our capacity to deliver the best product we can for the American people. And that takes money.

A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business.

The more you keep costs down, the more freedom you have creatively.

If a manager can't control his costs, fire them.

I started LearnVest with a tiny savings account where I paid designers, technologists, and even bartered... Because I started with paying for things myself with my own savings, it sharpened my focus of how to spend money.

I find shoestrings very hard work. I like big budgets.

The budget evolved from a management tool into an obstacle to management.

Overhead will eat you alive if not constantly viewed as a parasite to be exterminated. Never mind the bleating of those you employ. Hold out until mutiny is imminent before employing even a single additional member of staff. More startups are wrecked by overstaffing than by any other cause, bar failure to monitor cash flow.

We have to be realistic about what the state can afford, and put an end to abuses of the system that cost millions.

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.

You can't run a €10 million business the way you run a €1 million business.

If you make payroll every time, everyone will be satisfied with your budget regardless of how bad it is.

Deficits aren't always bad if you invest the money.

You spend a billion here and a billion there. Sooner of later it adds up to real money.