Company Sale Quotes

VC firms are... responsible for the full life cycle of a company: they find it, help it grow, open up a Rolodex, and sell it.

The year 1983 was crazy. People wanted to sell not only their investments... but also their companies.

The Curbside founders are successful entrepreneurs, who each have sold their companies to Apple.

We actually created Twitter and Odeo at the same time. When we realized we didn't really want to be running Odeo anymore we looked around for anyone who wanted to buy Odeo, but not acquire us as a technology. But people aren't as interested in that.

I left 'Wired' before it was sold to Conde Nast and Lycos, so I didn't experience that transition.

Founders are supposed to be not at all interested in selling. But there is a price at which a founder can't help being interested.

General Motors could buy Delaware if DuPont were willing to sell it.

I said we're going to leave phones, and so we did. We sold it to Sony.

My greatest regret is selling my company.

I feel like I went through the Great Depression. All these companies are being successful around you, you're on that track, and then the market collapses, and you're out of a job. You're trying to save your investors' investment, and it doesn't work, and you sell the company for nothing. It was brutal.

The government seems to be set on bankrupting Proton and selling it off, because I think it is regarded as my baby.

I worked for three years in a small IT firm in Chicago. I managed our client base, so I translated into human speak for our technicians. But our company was sold, and the atmosphere and the culture really changed, so I quit without having anything else lined up.

It's a very difficult business, and I'm very interested in the future of it after I'm gone, and I thought that if I can't produce a strong management team here myself, and I can find better management elsewhere, then I should sell it.

It's a little different when you spend 30 years developing all these companies that we just ask [Donald Trump] to sell them. So I don't think that's a fair request.

I don't think it's a good idea to plan to sell a company.

I think when you sell your company and are no longer the master of driving it, it's quite difficult.

To understand KKR, I always like to say, don't congratulate us when we buy a company. Any fool can buy a company. Congratulate us when we sell it and when we've done something with it and created real value.

Yahoo would benefit from going private or becoming part of a larger corporation.

We made Casamigos just for us to drink. Four years later when, you know, we're offered a billion dollars to sell the company, yeah, we were kind of shocked.

I would consider selling the whole company; I wouldn't like to sell just part of it, but on the other hand, I have a grandson intent on following my footsteps and another grandson in another couple of years.

Meanwhile, what about the workers in those state monopolies that are being put up for sale? I am reminded of a technique for employee ownership that has worked well for many U.S. companies. It goes by various names, but the best known is "Employee Stock Ownership Program," or ESOP.

If you go through some big corporate change, it's just not going to be the same. If we sold to Yahoo, they would have done something different; if you want to continue your vision of the company, then don't sell because there's inevitably going to be some change.

I'll say this: I can't think of one instance in my 20 years in venture capital in which I have wanted to sell a company before the entrepreneur.

It used to be that you would go in to see a CEO, and you would ask them, 'Is your company for sale?' and if they said 'No, we have no interest in selling,' that was sort of the end of the conversation.