Tim Armstrong Quotes

In general, great companies prefer to grow 'organically,' as Wall Street likes to say. That is, from the inside out, by finding new markets or by taking market share from their competitors.

If you look at my business record, I basically love to do turn-arounds. That's where I made all of my money.

I have been reorganizing and restructuring AOL: changing the strategy and rebuilding it from scratch in the worst economy in a generation.

When I became CEO, Puma was bankrupt on paper.

Once you have a product that you are happy with, you the need to centralize things to continue growth.

The hardest thing was launching 'OK!' magazine; the easiest thing was Channel 5. 'The Express' was my defining moment because our turnover was less than £100m with 150 employees.

You may grow very quickly the first two years and then watch the business decline, unless you really start selling product at any price range with various degrees of quality.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

I do want to grow our company, so the way I've been doing that is moving 'scary' to different things.

Growth is always essential. Running any tech company, you want to make sure you're growing. Putting in place all of the right structure to be able to ensure growth.

I wish the company and its associates all the best as Sears Holdings continues on its transformation.

You can't manage the creative process on a quarterly basis. The way we're structured has really helped us grow.

When you buy a company that's been on its butt you raise a lot of money, you instantly put new management in place, but that's the end of the glory for three to five years, grinding it out one day after the other.

It is the logical next step in our ongoing effort to shift our company's centre of gravity, accelerate our growth

The real underlying value comes if you can put a company back into a running state and it becomes a successful viable entity if it continues to repay loans.

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.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

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.

Wipro is one of the fastest growing companies regionally and globally, and I am personally very excited with our journey in the Kingdom of Saudi Arabia.

As one grows their company and brand, you have to learn to be a leader, and there's no formula.

In addition to Richard Branson joining the board, we have attracted and commanded the greatest minds to guide us as we position ourselves for global growth. Their proven leadership in their respective industries adds another dimension in helping us achieve our dream of bringing Virgin Hyperloop One technology to the world.

Booking.com has been very good at performance marketing. That's how we grew our business.

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.

Strauss Group continues to strengthen its future growth engines, improve the company's competitive position, and increase market share, while continuing streamlining processes, improvements, and carrying out organizational adjustments in the company.