Mike Krieger Quotes

Entrepreneurs have a great ability to create change, be flexible, build companies and cultivate the kind of work environment in which they want to work.

I always knew I wanted to start my own line. Nights and weekends, I would work on my business plan.

I think a good entrepreneur has a very clear grasp of what the goal is, an unwavering sense of the goal, an utterly agile approach of getting there.

Entrepreneurship is like a computer game in which you have to master every level before achieving success. Startups repeatedly stumble and have to go back to the drawing board. The best way to skip some levels and to increase the odds of survival is to learn from others who have already played the game.

What an entrepreneur does is to build for the long run. If the market is great, you get all of the resources you can. You build to it. But a good entrepreneur is always prepared to throttle back, put on the brakes, and if the world changes, adapt to the world.

As an entrepreneur, my problem was that I had too many ideas.

I would never suggest anyone to stay at a company more than six or seven years. We grow as individuals and the world is moving so fast. Typically, I'll always sell a piece of each of my companies along the way.

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.

In the movies, you want a good story and characters that are honest, but you are also looking for a good director who can lead the ship. That's how we look at business. Everybody has a great idea for a start-up, and so do their relatives, and they tell me, 'You gotta build it.' I say, 'I have to believe in it.'

Well, I think that there's a very thin dividing line between success and failure. And I think if you start a business without financial backing, you're likely to go the wrong side of that dividing line.

You can't get married to any one particular plan. That is the biggest lesson I learned at PayPal.

The most successful businessman is the man who holds onto the old just as long as it is good, and grabs the new just as soon as it is better.

Past success is no guarantee of future success, so I have learned to be an entrepreneur. I began to produce and direct my own projects.

We didn't know how to run a business, but we had dreams and talent.

Running a business anywhere isn't easy.

The essence of good business is knowing when to step on a train and when to step off.

I can't understand the conditions of a corporate product being designed and getting millions. I admire it, it's great, but I don't know how to do that. I have to have the wheel.

I never had a plan. I have to say, I'm very shocked when people start a company and say, 'In five years I want to launch a perfume, or in 10 years I want to have this.' How can you know?

I always knew I wanted to be an entrepreneur. I started my own software company in high school and went to college to study entrepreneurship.

It turns out that no undergrad class prepares you to start a startup - you learn most of it as you do it.

Whenever you start a new business, the sheer number of variables at hand makes failure a constant possibility.

Entrepreneurship works on the apprenticeship model. The best way to learn how to be an entrepreneur is to start a company and seek the advice of a successful entrepreneur in the area in which you are interested. Or work at a startup for a few years to learn the ropes.

When I explained my business model to my family, they asked if I was going to open a travel agency.

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.

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.