Peter Levine Quotes

When you found a company, you have the original vision, you make all the original decisions, you know every employee, you kind of know every aspect of the product architecture and its limitations.

Along the way, I learned the key to launching a company. It's all about storytelling.

I think running a business, doing what I've done for the last - since 1996, has taught me so many things because I started from just an idea and then had to figure out how to make it, market it, every single thing from soup to nuts on how to get a product done and out there.

Making new products is an easy tap for a company in a recession.

The state of the economy is not the issue when it comes to growing a business. The relevant questions are always: 'What business are you in? Furthermore, is it adapting to the times?'

If you are focused on profits right out of the gate, you're gonna have the smallest profitable business that has ever been seen.

I spend most of my career as a management consultant, a businessman working with family-owned small and medium-sized businesses. The businesses that make up the core of our economy.

The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.

If you're doing business, not that simple to only buy. You have to create something. You have to create something that never exist for the future.

In all our businesses, we are out to build local capability in four basic aspects - product line, manufacturing and supply chain, the service team, and the financing and investment capability.

CEOs shouldn't worry about their budget all the time - on a day-to-day basis, they should work on managing their company, building an awesome product, developing key relationships, identifying distribution channels, etc.

We now understand the distinction between startups - who search for a business model - versus existing companies - that execute a business plan.

I understand the highs and lows of building a global business from the ground and taking that initial product idea all the way to the market.

The biggest challenge being an entrepreneur is knowing what you are good at and what you need to build on.

The failure rate for gym owners and personal trainers is very high because it is very difficult for them to work on their business when they are busy working in their business.

It's important for founders to think about how they would build their company from scratch - again.

I want to build an asset-driven business, and I want to make my clients a part of everything I'm doing. Go into the branding business, consumer products, food, apparel. We need to expand in those places.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

Dealing with business and trying to create never mixes for me.

While 'The Owner's Manual' is not a formula for guaranteed success by any means, we're confident it will help reduce the failure rate of most startups that use our Customer Development process.

It's a lot easier to figure out how to scale something that doesn't feel like it would scale than it is to figure out what is actually gonna work. You're much better off going after something that will work that doesn't scale, then trying to figure how to scale it up, than you are trying to figure it all out.

I purposely got involved in the American market, as I'm really interested in it. I find the way they do marketing there really cool.

I believe in this industry as a business, and I want to continue to grow my own business.

I think a lot of entrepreneurs think they need money to build the business faster when they actually haven't figured out the business equation yet.

As businesses grow, all sorts of things that once were done on the fly - including creating new products - have a way of becoming bureaucratized.