Dennis Muilenburg Quotes

I'm a hard-nosed businessman, that if a company is paying its way, increasing profits for thirty-odd consecutive years, you don't put it into receivership.

I truly believe that the combination of a strong top line together with a strong bottom line is what makes for a sustainable business.

What we are doing is increasing our focus on cash flow, return on investment, and value creation.

To be successful in business, you have to be ruthless.

Knopf is solidly profitable, and that is how I intend to keep it.

You know what kind of companies generally survive? Companies that make more money than they spend. I know, duh, right?

Getting to profitability does not mean all our problems are solved.

Revenue cures everything in the business world.

You can't run a business based on sympathies; otherwise our business would be hampered.

If we look at pricing holistically, we'll create a more solid business.

Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.

Profit or perish... There are only two ways to make money: increase sales and decrease costs.

You have to manage money. Particularly with market economies. You may have a great product, but if your bottom line goes bust, then that's it.

Control your expenses better than your competition. This is where you can always find the competitive advantage.

If your goal is anything but profitability - if it's to be big, or to grow fast, or to become a technology leader - you'll hit problems.

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.

Business 2.0 was hugely profitable last year, and will be profitable this year.

Businesswise, everything's been good.

Our wage freeze was vital to keep wages competitive with rival companies. I always try to communicate to our people that we can never make enough money. We can never make enough profit.

In business, I think the most important thing is to position yourself for long-term and not be too impatient, which I am by nature, and I have to control myself.

While 2015 was challenging, we implemented many strategic and operational initiatives to improve our business and better position J.Crew for the future.

All you can worry about as CEO is making sure your company continues to build great products, deliver the revenue, and keep your customers happy.

When times are tough, we tend to outperform as margins increase.

Long-term sustaining growth is a minimum expectation for us.

We really must recover our financial performance and take Nintendo back into the position in the marketplace where it is well appreciated.