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It's pretty clear that [customers] know what their budgets are now, and what they want to spend it on.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Budgets
Customers
Spend
Pretty
Clear

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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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Nothing motivates a great employee more than a mission that's so important that it supersedes everyone's personal ambition.
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For example, the vast majority of security break-ins occur as a result of problems with known fixes. With an automated system, you can keep up to date.
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Early in my career as an engineer, I’d learned that all decisions were objective until the first line of code was written. After that, all decisions were emotional.
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In life, everybody faces choices between doing what's popular, easy, and wrong vs. doing what's lonely, difficult, and right. These decisions intensify when you run a company, because the consequences get magnified 1,000 fold. As in life, the excuses for CEOs making the wrong choice are always plentiful.
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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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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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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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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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Breakthrough ideas usually come from guys who look like they're hallucinating
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Relationships built from a business do better than the reverse.
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I don’t believe in statistics. I believe in calculus.
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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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Leadership is hard to train on.
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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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Hire sales people who are really smart problem solvers, but lack courage, hunger and competitiveness, and your company will go out of business.
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Don't punk out and don't quit.
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You know what the difference between a vision and a hallucination is? They call it a vision when other people can see it.
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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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Groupon looked like a very high valuation, but any investment in a great company at any stage is almost always a good investment.
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