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You can keep 'consumer' DNA at the center of your product. That will always mean that adoption is easier.
Aaron Levie
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Aaron Levie
Age: 38
Born: 1985
Born: December 27
Entrepreneur
Seattle
Washington
Keep
Adoption
Mean
Consumer
Always
Consumers
Center
Product
Products
Easier
Building
Dna
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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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We didn't really start the company to go build an enterprise software company.
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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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I have a lot of faults. I often interrupt in meetings. I talk too loud. I talk too fast.
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The product that wins is the one that bridges customers to the future, not the one that requires a giant leap.
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The 10% between 90% done to 100% done takes most of the time, causes most of the stress, but is all of the value.
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The IT model of the enterprise has become a lot more user lead.
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Startups often win because it's easier to see what comes next when you don't have to worry about maintaining what came last.
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You intentionally start small, because you will not be able to compete with an incumbent... because the incumbent is always going to go for the full solution.
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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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I think bad politics are incredibly dangerous, so it's important to make sure that people are communicating well. Culture and morale are super important. It's best to not force it, but let it happen organically and genuinely.
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Sometimes things are the way they are and can't be changed, other times it's because no one ever tried. Your job is to find the latter.
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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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If there could've ever been a magical time to build an enterprise software company, now is absolutely that time.
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I tend to not discriminate when it comes to people I can learn from. Basically, if someone has built a meaningful business in software, technology or media, faced disruption and adversity, and overcame underdog status, I want to know how they did it.
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A lot of being productive personally is determined by how you organize your entire business. You can't separate those two things.
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The only barrier to entry you can create is to consistently build a great product.
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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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Go after the customers that are working in the future, but haven't totally lost their minds.
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Listen to your customers, but don't always build exactly what they're telling you. This is a really key distinction around building enterprise software.
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