Donald Trump Quotes

In this business, you don't have to be an architect or an engineer or a brick layer. But you have to understand how the money flows. That you can only understand if you're on the site.

We're trying to win business by doing a good job for the clients, as opposed to, "We think being big and universal is just a great, wonderful thing." It's not a morality thing. It's a "Does it work for the client?" thing. Everything we do is because a client uses us. Everything we do is because a client chose to use us of his own free volition.

Like building a house, travel always costs more than you estimate.

Law Number XXIV: The only thing more costly than stretching the schedule of an established project is accelerating it, which is itself the most costly action known to man.

Cheops' Law: Nothing ever gets built on schedule or within budget.

Studios are an assembly line. They can be a very good assembly line. As a producer, you concentrate on one project at a time. As an executive, you're in charge of a slate.

I should have considered it wrong to have finished the Frieze before the room for its accommodation and the funds for its completion were available.

Architecture is a service business. An architect is given a program, budget, place, and schedule. Sometimes the end product rises to art - or at least people call it that.

When you're a freelance director, you are hired to create the art, and it kind of stops there.

My buildings are all on budget.

Never make too good of a deal. It sounds a little counterintuitive, but the deals that are too good of a deal for you in the long run will end up hurting you. A lot of people in our business don't realize that. They think their job is to go in a room and negotiate the highest price.

As a producer, you're there from the inception of the concept to the delivery of it. It just takes so much energy.

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

Most website developers say an aggregator website, such as what healthcare.gov is, could be built easily for a half a million dollars. They have spent a half a billion dollars.

We finally found out the technique of separating and getting information about where every train would be at any moment. Of course, I went over budget many times, because - as you go along - some things improved, and you get better ideas.

The key, I think, from a business point of view, is to learn how to be efficient in making a record that's not too expensive, so that you're not going crazy spending tons of money making a product that might not ever return that money.

The cost overrun [for the C-5A] here is so much smaller as a percentage of what we expected it to be when we let the contract, that it is a great improvement.

We are not frou-frou creative types. We have done both sides of the business and are constantly asking ourselves, 'How are we going to pay for this?' But the criteria is that it must fit with our world.

I have been working on one film at a time. One film recovers a little cost and that helps me move on to the next one.

I would say television is a focus, and expanding our channel platform is a focus. As for buying libraries, when catalogs are going down in value, the answer is that it's all about price!

You should be able to deliver what the artist you're working with wants.

I've always been on the business side - running P&L and working with clients.

What I'm good at is making sure we have the best resources, the best talent, the best marketing, and the best access to distribution.

You must think I am a high-priced man.... Fifteen dollars is enough for the job. I send you a receipt for fifteen dollars, and return to you a ten-dollar bill.

I am convinced that most companies don't maximize their barter possibilities. Instead of aggressively reducing costs by trading their services with those of their suppliers, they seem content to pay top dollar for everything.