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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
Good
Valuation
Always
Investment
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Looked
Stage
Almost
Company
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The bigger you get, the harder this gets because the more aggressive the people working for you are.
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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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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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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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Startup CEOs should not play the odds. When you are building a company, you must believe there is an answer and you cannot pay attention to your odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand your task is the same.
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The only thing that prepares you to run a company is running a company.
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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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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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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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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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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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Breakthrough ideas usually come from guys who look like they're hallucinating
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How do you make your company a good place to work in general? That's a really really really large and complex set of skills. A lot of it is on the job training, combined with excellent mentorship.
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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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Sometimes an organization doesn’t need a solution it just needs clarity.
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I don’t believe in statistics. I believe in calculus.
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The right thing to do is to thank them for their work, let people know that they're moving on, and ... you don't really have to explain all their personal details. It's more important to leave them with their dignity... and let them go on to live another day. Remember, what you say at that meeting, that's their reputation.
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Relationships built from a business do better than the reverse.
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There is no silver bullet. There are always options and the options have consequences.
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