Rob Gronkowski Quotes

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.

Well Ice H20 is my company that I plan to take to the next level with new artists, books, movies and so forth. It's more like a multimedia brand that I want to take to the next level and put some talented people on.

One of my major objectives is to build a long-term enterprise, to build shareholder value over time.

The period from 2002 to 2007 was probably our best period. We created a strategy to build global scale, footprints in each of the geographies and dramatically built our international business.

I'm not looking to... I'd like to build my company and make a bigger company always, but I think in the behind the scenes arena is where I'd prefer to spend my time.

Our business is all about helping someone - a founder, a CEO - building a great business. It's not about seeing our names in the press.

We opened a design center in the South of England last year as part of our strategy for being close to our customers and developing innovative products for exciting new markets.

Successful enterprises are built from the ground up. You can't assemble them with a bunch of acquisitions.

I think it's natural for any manager to want to grow his business. The question is at what rate, and in what direction, and in what format?

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.

I can help someone grow their business 130% in 12 to 18 months only because I've done that with so many of my own and have faced so many challenges.

I would tell startups to just keep your head down, keep building. Your contingency plan, if you have one, should be because you are still spending more than you make and you still don't have a line of sight for that J curve. That is the most important contingency. Because otherwise you are betraying that equation to your cofounders, to your investors, to your employees and to your customers.

I've always been very passionate about investing time in and sharing my expertise with other entrepreneurs.

Business comes and goes and we make a strategic decision that could lead you to whole new place.

Diversifying the business is definitely a good thing.

In pharma, we continuously look for acquisitions... if it makes strategic sense and if there is any value.

I could sell more franchises than I'm selling right now, but we're pretty deliberate about where we're going.

I'm working with a lot of entrepreneurs and people launching new businesses. It's fun. It's what I've always liked to do and loved doing it in my years at NASCAR when we were growing NASCAR, building different lines of business and intellectual properties.

It's exciting to be able to be part of the block and tackle of building a company from a smaller base.

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

The key for us is always a multiple-year strategy, and a multiple-year strategy means great products, great customer relationships, and doing solid engineering.

SK will evolve and develop based on its corporate culture and human resources.

Lots of business owners spend their lives trying to land the whale - the single, massive, brand-name account that will fatten the top line and bestow instant credibility. But big customers make me nervous.

During my time growing a company in the private sector, one of my guiding principles was to meet and hear feedback from as many customers as possible.