I know how to do science. I know how to make things. I don't know how to run a company. Now that's a really tough job.
Look, you need technical skills to run a company.
There are lots of people at our company who dedicate their time and effort to make sure that the journey from product design to hitting the screen is as seamless as possible.
I started trading stocks, options and futures while I was at UCLA, using my earnings from working summers at the old IBM plant on Cottle Road. I never lost interest in how companies work. It's fundamental to who I am.
Back in early 1983, my dad was tasked with keeping unions from organizing in his company's distribution centers. His work pulled him away from home for months on end.
There is nothing like visiting a facility to get a sense of how companies work.
Everyone wants to call wrestling 'the business.' Why don't you treat it like a business? I don't care if you're running a diner, if you're running a car wash or a wrestling company. It's all business.
I'm not real good at the administrative part of running a company.
I've learned a lot about business from snowboarding: how companies run, how the game works.
I understand quarterly billing, how the record companies run.
I mean, our primary businesses in wholesale pipelines, utilities, retail, were all doing extremely well.
If you look at firms like General Electric or other large companies, they don't just do one thing; they do many different things to generate sources of revenue.
I kind of work on an airplane. The Burger King brand headquarters is in Miami. The Tim's headquarters and our head office is in Toronto. And we have international offices for the brands in Switzerland and Singapore, so I kind of bop back and forth around all the offices. And I try to spend most of my time visiting our restaurant owners.
I love doing deals and operating companies.
