Dan Gilbert Quotes

We like companies that can get big and powerful on $50 million or less and not two, three, four or five billion.

The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.

Keep your debt low, and ask, Can your operational expertise make an impact? Then you're taking away a lot of the risk.

My expertise is running businesses.

I got to get the right people in the right job. Because a lot of costs can be taken out in the context of your administration without the legislature. For example, using technology to do more with less. Using technology to fight fraud. Reorganizing and streamlining can be done within the context of the administration.

Valuation depends on several factors. From an investor angle, they look at leadership position, management, and what the company's offerings are. I think these three things got 5/5 for a company like Flipkart, and that is what is driving valuations and growth.

As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.

I have tremendous brand experience. What I do a lot for Disney is manage the great brands of this company, whether it's Disney, ESPN, ABC, Pixar, Marvel, 'Star Wars.' And I'm very engaged in technology and its impact on the consumer, either what experience you deliver for them or how to market and sell to them.

We understand how to build and manage businesses that involve technology, engineering, and people at a large scale on a global platform.

Stress on fast growing companies comes from a lot of different places. The one that is often the largest, and creates the most second-order issues, is the composition of the leadership team. More specifically, it's specific people on the leadership who don't have the scale experience their role requires at a particular moment in time.

When a change in how some element of one's business is conducted becomes an order of magnitude larger than what that business is accustomed to, then all bets are off.

Our line of business structure has served us very well in the past, when customer segments and product requirements were very distinct.

Understand what you are acquiring and protect it at all costs. You are acquiring people and next-generation products. You are making an investment that together you can grow faster, make more profits, and take more market share.

Whether you're a government entity, a large enterprise, or a startup, a true digital transformation takes advantage of technology to focus on the customer, automates work that does not need manual interference, and unleashes your people to truly make decisions that change the path of your company.

Take the time to create an easy-flowing process that makes the sale, saves time, and gives you the best chance to scale a system that can pay off as you grow and scale.

There are always going to be people who are experts in security or end-user devices or collaboration or databases. That's not going to go away. But what's the reason all of these professions come together? To help the business transform itself.

Over the long term, there will be many more billion-dollar technology companies than there are today.

As leaders, we've all seen the painful effects of team members not keeping pace with company growth - it's called up-leveling, and it's all too common when a company goes from zero to something to hopefully an IPO.

I have seen a lot of now-great companies at their earliest stages, and these early-stage startups are not built by the senior people who know how to run and scale big-company machines.

Unfortunately, as you hire more people, the casual, informal 'do what it takes' culture, which worked so well at less than 40 people, becomes chaotic and less effective.

The platforms that are big, global, diversified, and both financial and physically enabled are competitively much better positioned than those which are not.

I am excited to be working with the dedicated Four Seasons board and leadership team to build upon their reputation for industry-leading customer experiences while seeking out innovative ways to leverage technology that will help spur additional growth.

Many tech companies experience steep growth curves that require them to build their teams at breakneck speeds.

I ran a profitable boostrapped company for five years, then raised $40 million from Andreessen Horowitz.

We now understand the distinction between startups - who search for a business model - versus existing companies - that execute a business plan.