Jay Weatherill Quotes

There is never a time in a company's history when cost control can be relegated to the back burner, but for a startup company, keeping costs low is a vital necessity.

The more you keep costs down, the more freedom you have creatively.

Use the same measure for selling that you use for purchasing.

It is not how much you spend on defense as much as how you spend it.

The use of automated technology generally translates into lower costs, freeing up resources for more efficient uses, including lower prices.

If you spend £200million, £300m every year, obviously, even if you make mistakes, you have a good team, but without spending so much money, you can still improve and do well.

And with the money from your corn, from your rents, and from the issues of pleas in your courts, and from your stock, arrange the expenses of your kitchen and your wines and your wardrobe and the wages of servants, and subtract your stock.

We still spend more time chasing funds than we do in the studio in creative work.

We have a responsibility to make sure that the limited resources we have are spent efficiently and effectively and that programs achieve their mission.

Adhering to budgeting rules shouldn't trump good decision-making.

What we're also doing is helping police forces in terms of issues like procurement and IT, so that savings can be made in those areas which I think is the sort of thing that everybody is going to want us to be doing.

Look everywhere you can to cut a little bit from your expenses. It will all add up to a meaningful sum.

I keep my overhead as low as I can.

Good household decision-making often relies on thinking about your household like a firm.

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

Every government program needs to be more efficient. Instead of pointing out how other programs can tighten their belts, every program administrator must look inward to save money.

At a time when we're having to take such difficult decisions about how to cut back without damaging the things that matter the most, we should strain every sinew to cut error, waste and fraud.

We hope that there will be better policy-making and hope to see projects implemented. We have lots of information that can be used for the implementation of projects.

Our biggest single theme is trying to make the NIH work better with the same amount of money.

There can be economy only where there is efficiency.

The best way to make a silk purse from a sow's ear is to begin with a silk sow. The same is true of money.

We cut a few corners and brought the picture in under budget by $25,000, so Paramount let us go back to Boston with a small crew to shoot some additional footage.

I think we have to notice that the business processes we use right now for thinking and planning and budgeting and strategy are all delivered on very tight agendas.

The only way to make budget cuts is to bring down force structure.

Cost reduction and cost control are by their very nature sort of anti-social activities.