Getting things done in this country, if you want to build something, if you want to start a company, it's getting to be virtually impossible with all of the bureaucracy and all of the approvals.
I was 12 years old and in summer camp. I started a company called Aardvark Industries, which provided basic services to camp counselors.
It thrills me to write reference letters for enterprising founders who are looking to get visas to start their companies here, to create value and jobs for these United States.
Women are starting something like twice as many companies as men, but the money is primarily going to companies started by men.
My business partner Warren Adams and I formed our company WalkRunFly as part of what felt like a logical progression: if you want to execute things to your satisfaction, then you want to have as much control as you can. That leads to helping create work for others, not just yourself.
Consolidation isn't new, though... it was a major factor in our rush to form the Gathering and place a stake in the ground to ensure that there is a solid path for developers who are willing to stay independent and build their own companies on their own terms.
Do I want to start my own production company? No, I doubt it. I'm too old for that. I don't want to start anything.
We did Twitter, and Twitter grew so fast, and in 2006 we spun it out into Twitter, Inc.
Our third partner [with Neal Dodson] was this other guy called Corey [Moosa], and he came in with good ideas and also some access to money, and so we joined forces and drew up a business plan and got financing for the beginnings of the company. We had no idea what we were doing really. We just started looking through material and started producing our own stuff.
It wasn't until we got our first office in Palo Alto where things became more like a company. We never went into this wanting to build a company.
You really want to have a back-up plan, so when you don't feel like acting, or you're getting older and settling down, you can produce your own stuff. So that's when I set about forming my own company and getting creative control.
I mean I wasn't a founder in the sense that I contributed anything scientifically but in the sense that I signed the corporation papers and, and owned founder's stock.
There was a time when I was wondering about this business of going public, so I visited about a half-dozen companies in the Boston area, all of them formed by MIT faculty and all had gone public.
You cannot make a giant space company in your dorm room. Not today. And the reason is that the heavy lifting infrastructure isn't in place.
I almost never invest in ideas or plans, so you'll need to have a company and at least a product, if not customers.
We want everyone who comes through to feel more entrepreneurial and start companies, even if they fail.
I was forty the first time I directed. I formed a company in 1967, looking to the future. My dad taught me that whatever you do, do it well. Be the best at what you can do for that particular job in life. That always resonated with me.
We need to create an ecosystem which will make young people want to start their own company.
I believe that every business and company takes two years to establish.
The 1920s and 1930s were a period of sensational productivity growth: new products were springing up all over the place, and most of those new products and new methods were developed by people who started their own companies.
So I decided to form a production company with my wife and our partner Diane.
The creation of 'Into The Gloss' took less than a month. Glossier took twelve months and about a million dollars to hire the team, work with the chemists, order the inventory, get an office - you know, the whole thing.
It was supposed to be a year or two just to refresh my batteries, but I moved to Silicon Valley in the early 90's, and one thing let to another, got very involved in high tech, and formed a company and it ended up doing pretty well.
What makes Silicon Valley really work? It's a unique combination of great educational institutions - especially at Stanford - that generate engineers and a culture that starts companies.
When Bill Morgan and I formed Kinder Morgan in February of 1997, it had about $300 million in enterprise value.
