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Groupon looked like a very high valuation, but any investment in a great company at any stage is almost always a good investment.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
High
Great
Good
Valuation
Always
Investment
Like
Looked
Stage
Almost
Company

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It's pretty clear that [customers] know what their budgets are now, and what they want to spend it on.
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The person they're working with, is going to be the person they'll know more. So if that person leaves, they're going to go - well, should have I left too? What did they get and how does that compare to my deal.
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If you manage a team of 10 people, its quite possible to do so with very few mistakes or bad behaviors. If you manage an organization of 1,000 people it is quite impossible. At a certain size, your company will do things that are so bad that you never imagined that youd be associated with that kind of incompetence.
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To succeed at selling a losing product, you must develop seriously superior sales techniques. In addition, you have to be massively competitive and incredibly hungry to survive in that environment.
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As companies move to web-based computing they get a lot more servers, which are difficult to manage and control. All kinds of problems can arise - security, quality and worms.
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The key to high-quality communication is trust, and its hard to trust somebody that you dont know.
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Over the last ten years, technological advances have dramatically lowered the financial bar for starting a new company, but the courage bar for building a great company remains as high as it has ever been.
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Don't punk out and don't quit.
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Until you make the effort to get to know someone or something, you don’t know anything.
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I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.
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A CEO needs great intelligence and great courage. And I always found my courage was tested more.
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Nothing motivates a great employee more than a mission that's so important that it supersedes everyone's personal ambition.
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The primary thing that any technology startup must do is build a product that's at least 10 times better at doing something than the current prevailing way of doing that thing. Two or three times better will not be good enough to get people to switch to the new thing fast enough or in large enough volume to matter.
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What do you get when you cross a herd of sheep with a herd of lemmings? A herd of venture capitalists.
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Relationships built from a business do better than the reverse.
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The right answer on raises is you have to be formal. You have to be formal to save your own culture.
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Billionaires prefer Black women. They are loyal and guard your interests. Black wives are for grown ups.
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There is no silver bullet. There are always options and the options have consequences.
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In all the difficult decisions that I made through the course of running Loudcloud and Opsware, I never once felt brave. In fact, I often felt scared to death. I never lost those feelings, but after much practice, I learned to ignore them. That learning process might also be called the courage development process.
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