Katie McGinty Quotes

I developed an interesting skill set in that I was able to create a network and create experiences and environment - I built this decadent playground for men. It might have been successful, but it wasn't important. It didn't have any true meaning.

A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing.

Entrepreneurship is not really building a product, it's not having an idea, it's not being in the right place at the right time. It's fundamentally company building.

I try to drive my office more as a start-up of ideas.

In the first three years of Mint, from when it was founded to when it was sold, I can honestly say that in a sustainable way, I couldn't have worked any harder on it.

Sure, you're an intelligent and highly capable individual, and you are learning a lot on the fly as you build your company. But you also need to come to terms with the fact that there are things you have chosen not to be an expert in.

I have no problem getting financing. I have a problem catching ideas that I fall in love with for the next feature.

In our experience, what we have found is the rare commodity is a good management team. And good management teams manage through good and bad cycles and manage to grow their business over a long period of time.

Every phase of building a company is really hard.

Sometimes, when you're building a company, out of necessity there's just a gazillion things you have to learn and figure out.

I was 12 years old and in summer camp. I started a company called Aardvark Industries, which provided basic services to camp counselors.

An entrepreneur need not know everything but he or she should lead a team of persons who are thorough in different aspects.

I think my gift lies in being a startup entrepreneur and creating environments and experiences.

There is a common and persistent belief out there that entrepreneurship is about creativity - that it's about having a great idea. But it's not, really. Entrepreneurship isn't about creativity. It's about organization-building - which, in turn, is about people.

The biggest problem I see with early-stage entrepreneurs is they get the idea in their head, and they leave it in their head. And they begin embellishing it in their head, making it more ornate. They add on the second story to their dream house - then add the tennis court and the turrets and the gargoyles.

A lot of entrepreneurship is seeing the future in a way that no one else sees it. Then, it becomes about execution and doing what it takes to succeed.

I've found that entrepreneurship only gets harder every year, and as your team gets bigger, the stakes get higher.

I often say Policy Planning is very analogous to a venture capital firm. A venture capital firm sees an interesting idea and puts money behind it; in Policy Planning, we look for promising ideas and then put contacts and relationships behind it.

I'm not a business person.

Plenty of entrepreneurs can start a company. What is more rare is to evolve it and to scale with it over time.

I'm a brand type guy and we want to make sure that 'Gas Monkey' is out there in every arena that we can be. I'm also never short on ideas and I usually try to get them out there at all times.

The biggest thing as a head coach, you want to make sure you exhaust every option.

I would love to learn how to start my own production company and start it in Boston.

Technical co-founders are great at envisioning where the company's going from a strategic standpoint. They have what I call the 'gut-feel' of building out their business.

A startup is not just about the idea: it's about testing and then implementing the idea. A founding team without these skills is likely dead on arrival.