Reid Hoffman Quotes

This is our 40th year in business. We don't have a single penny from outside investors, and we never borrowed heavily from the banks. We have a healthy balance sheet and more credit than we can use.

You know what kind of companies generally survive? Companies that make more money than they spend. I know, duh, right?

I believe that at some point we should come up with a business model that would make us sustainable.

We're certainly interested in maximizing our return and doing it - we're interested in maximizing our return, but we're also interested in doing it over a long period of time and in doing it in a way that never endangers the firm from a survivability standpoint.

Companies that have been built and operated for a long time are the most successful companies.

Knopf is solidly profitable, and that is how I intend to keep it.

To keep the business going, you gotta keep it boomin'.

Revenue cures everything in the business world.

I think you have to be when you own your own business. I'm looking at the new No Limit as being a legacy. It's incredible that we've been able to build this up and survive over ten years and we are doing the right thing by maintaining.

If you look at the average age of a company on the Dow Jones index, it's something like 35 years or younger. In other words... success is no indication of longevity.

All of my businesses are profitable.

Keep your shop, and your shop will keep you.

I don't want to do business with those who don't make a profit, because they can't give the best service.

I opened Union Square Cafe when I was just 27 years old, and my first hope was simply that it would stay in business. My higher hope was that in its lifetime, it might grow to play an essential role in the lives of its stakeholders.

Focus on the long term, and always do what's right to grow the company and not make short-term decisions. And outlast everyone one.

If your goal is anything but profitability - if it's to be big, or to grow fast, or to become a technology leader - you'll hit problems.

My advice to fledgling entrepreneurs is always the same: build a company that you plan to be with for the next 10 years - that is the best way to increase your chances of success.

I'm a hard-nosed businessman, that if a company is paying its way, increasing profits for thirty-odd consecutive years, you don't put it into receivership.

To make agriculture sustainable, the grower has got to be able to make a profit.

From the beginning... I wanted to build a company that could sustain not for two years or four years or even ten years but be something that really matters over time the way Amazon and Google and others have.

I think it's very important that whatever you're trying to make or sell, or teach has to be basically good. A bad product and you know what? You won't be here in ten years.

My goal is to get another 30 years out of this business. So I need to figure out the fuel to do that. And so far, I think it's respect and quality and company, not celebrity or box office or stardom. It's not a sprinter's approach. It's more like a long-distance thing. You can stick around a lot longer if you kind of slow-play it.

I truly believe that the combination of a strong top line together with a strong bottom line is what makes for a sustainable business.

We need to be focused in corporate America on the long term.

In business, no one pays you to have a really good year and then 10 bad years.