Travis Kalanick Quotes

My own view is that every company requires a long-term view.

The considerations of a corporation, especially now, have nothing to do with art or music.

I don't find the business easy. The moment you start talking about the business, you start sounding like someone in Spinal Tap.

Enterprises that depend on many rarely succeed.

I view investors as our partners and stakeholders in the company. They are trying to build financial models. What I try to focus on is helping them understand how we think.

I've got $130 million in the bank and a whiteboard full of cool ideas for emerging markets and technologies where we're gonna test the waters and see what happens.

Strategy is, above all else, the search for above average returns.

I love the business of business; I love the risk raking.

If I had learned more about business ahead of time, I would have been shaped into believing that it was only about finances and quality management.

Contrary to popular opinion, the hustle is not a new dance step - it is an old business procedure.

I hear so many startups talking about how they can raise VC instead of questioning whether they need it in the first place.

I already have enough apparel businesses that are either doing well or not really doing anything at all, and I'm looking to broaden my portfolio.

Companies that banked their future on broadband - most of them are not very successful.

When I first got into business, I made a lot of bad decisions.

All entrepreneurs make decisions. Some will go right, and some will not go that right.

I have almost no interest in quarterly reports. Running a business or investing in a business based on quarterly earnings doesn't make any sense at all to me.

As I've said, in 2007, we're free to go and we'll just have to do what's best for the business.

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

Start small; get to know the landscape. We take risks but not major risks. We always started with small capital - €4m in Holland, $10m in Russia - and as we get to know the landscape of a country, we think about other businesses.

People come in with business plans and, I mean I know that no one is going to meet everything they say in a business plan but you got to have something to, to guide towards.

I think a good business book has one coherent idea that is richly played out.

You just can't get too focused on worrying about what's going to happen in the next quarter. You have to worry about where the business is headed long-term.

There's no evidence that large, diversified food companies win over time.

When you're talking about capital and financial things, which I certainly pay a lot of attention to, I base those decisions on one question that I typically ask myself, which is 'Does it help us to build a better company?'

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