I remember my father checking on a mountain kid who hadn't been coming to school. My father had this beautiful Harris tweed overcoat. He came back with a knife cut all down one side. The parents had told him it was none of his business why their son wasn't going to school.
In business, we say that people overestimate what you can do in a year and underestimate what you can do in a decade. This is true in philanthropy as well.
There really is no shortcut just because you have a name, or you have some kind of access or some way you can solve all the problems. And I think one of the things I learned with FUBU, you have to understand that there's really only two ways of operating a business: more sales, or lower overhead.
The average member of the public thinks of 'business' as an impersonal corporate entity owned by the very rich and managed by overpaid executives. There is an almost total failure to appreciate that 'business' actually embraces - in one way or another - most Americans.
If you're a global company you are going to have jobs overseas. The reality is if we start taxing those jobs at a rate that makes them noncompetitive in those markets, the reality is that we're going to lose business.
If the government is injecting public money, it should also take the right to oversee board appointments, executive pay, and future business operations.
The most common way to grow a business is by overseeing each and every aspect of the company - the 'ground up' method.
Currently, I am overseeing the construction of the new Trump Tower in Chicago. I am involved in meeting with the construction crews, architects and sales teams. I am learning a lot and working with some of the best in the business.
It is hard to overstate the economic importance of the U.S.A. to Scotland, and that makes it essential that we engage with companies and potential investors and get the message across that we are open for business.
From the business point of view - not to overstate it - intellectual property is dead; long live intellectual process. Long live service; long live performance.
Your tenacity is a larger deciding factor in your success than however good or bad an actor you may be. I feel like that's just something that cannot be overstated enough for people getting into the business. You have to really want it more than anybody else.
My mom worked for Apple, and my dad owned his own business.
The business of music. You know, it's an oxymoron in a sense. It's like the two things. Although we both need each other, they really don't go together.
Maybe I thought the movie business would be a little bit different than the rock n' roll business, but, in fact, they're the same animal, just packaged differently.
We've always operated under the belief that you could run a video game business as professionally as you could run a consumer packaged goods business, and you wouldn't diminish creativity.
The packaged food business environment is very Darwinian. You're fighting for survival every year; you evolve and grow or you die. It's really that simple.
I have no ideas about what the paintings imply about the world. I don't think that's a painter's business. He just paints paintings without a conscious reason.
One time, I was going to be in L.A. for 10 days for a business conference, and I took eight different pairs of sandals.
So long as you don't feel life's paltry and a miserable business, the rest doesn't matter, happiness or unhappiness.
I don't mind being cast as some kind of a pantomime baddie, but I am very fair in business. I always have been. I pride myself on being fair.
