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All we're really doing is repeating technologies that were tried 10, 20, 30 years ago... it's just that it was too expensive, too unusable, and we didn't have the enabling technologies to make it possible.

Aaron Levie

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Aaron Levie
Age: 38
Born: 1985
Born: December 27
Entrepreneur
Seattle
Washington
Building
Technology
Possible
Unusable
Didn
Repeating
Years
Enabling
Really
Technologies
Make
Expensive
Tried

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If there could've ever been a magical time to build an enterprise software company, now is absolutely that time.
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Opportunity lives at the intersection of what people need tomorrow and can be just barely built today.
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Better to be right about the trend and wrong about the implementation, than the other way around.
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You can keep 'consumer' DNA at the center of your product. That will always mean that adoption is easier.
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It's unfortunate biologically we have to sleep.
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I think I'm the kind of person who would be very difficult to employ - I'm pretty annoying, but driven.
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If you're waiting for encouragement from others, you're doing it wrong. By the time people think an idea is good, it's probably too late.
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Why we do what we do: that moment when you get to see the future on your computer screen before the rest of the world.
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You'll learn more in a day talking to customers than a week of brainstorming, a month of watching competitors, or a year of market research.
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The benefit to building a startup is that customers don't have the same kind of friction when they adopt new technology.
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Any time where the delta b/w what is possible and how things work today is at its widest, that's an opportunity to go build new technology.
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Execute like there's no tomorrow, strategize like there will be.
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My workday begins around 11 A.M., with a cup of black coffee in each hand. If I had more hands, there would be more coffee.
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Go after the customers that are working in the future, but haven't totally lost their minds.
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There's a lot of pride that business owners have. It's actually really critical that pride and ownership extends to everyone in the organization. I think of everyone is in the same boat in driving the company forward.
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Your product should sell itself, but that does not mean you don't need salespeople.
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Look for new enabling technologies that create a wide gap between how things have been done and how they can be done.
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The IT model of the enterprise has become a lot more user lead.
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Uber is a $3.5 billion lesson in building for how the world *should* work instead of optimizing for how the world *does* work
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Focus too much on the near-term and you won't get tomorrow's customers, focus too much on the long-term and you won't get today's.
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