Being an entrepreneur is like eating glass and staring into the abyss of death.

People should pursue what they're passionate about. That will make them happier than pretty much anything else.

What makes innovative thinking happen?... I think it's really a mindset. You have to decide.

If you get up in the morning and think the future is going to be better, it is a bright day. Otherwise, it's not.

Really pay attention to negative feedback and solicit it, particularly from friends. ... Hardly anyone does that, and it's incredibly helpful.

I'm interested in things that change the world or that affect the future and wondrous, new technology where you see it, and you're like, 'Wow, how did that even happen? How is that possible?'

I've actually not read any books on time management.

Work like hell. I mean you just have to put in 80 to 100 hour weeks every week. [This] improves the odds of success. If other people are putting in 40 hour workweeks and you're putting in 100 hour workweeks, then even if you're doing the same thing, you know that you will achieve in four months what it takes them a year to achieve.

"Chciałbym poświęcić więcej czasu na randki. Muszę znaleźć dziewczynę. To dlatego muszę wykroić jeszcze trochę czasu. Tak myślę, że może nawet dodatkowe 5-10 godzin. Ile godzin kobieta chce mieć tygodniowo? Może 10 godzin? Jako minimum? Nie wiem."

Talent is extremely important. It's like a sports team, the team that has the best individual player will often win, but then there's a multiplier from how those players work together and the strategy they employ.

There are really two things that have to occur in order for a new technology to be affordable to the mass market. One is you need economies of scale. The other is you need to iterate on the design. You need to go through a few versions.

The first step is to establish that something is possible; then probability will occur.

Starting and growing a business is as much about the innovation, drive, and determination of the people behind it as the product they sell.

I don't believe in process. In fact, when I interview a potential employee and he or she says that 'it's all about the process,' I see that as a bad sign. The problem is that at a lot of big companies, process becomes a substitute for thinking. You're encouraged to behave like a little gear in a complex machine. Frankly, it allows you to keep people who aren't that smart, who aren't

I don't create companies for the sake of creating companies, but to get things done.

My biggest mistake is probably weighing too much on someone's talent and not someone's personality. I think it matters whether someone has a good heart.

I always invest my own money in the companies that I create. I don't believe in the whole thing of just using other people's money. I don't think that's right. I'm not going to ask other people to invest in something if I'm not prepared to do so myself.

I don't spend my time pontificating about high-concept things; I spend my time solving engineering and manufacturing problems.

I do think there is a lot of potential if you have a compelling product and people are willing to pay a premium for that. I think that is what Apple has shown. You can buy a much cheaper cell phone or laptop, but Apple's product is so much better than the alternative, and people are willing to pay that premium.

I say something, and then it usually happens. Maybe not on schedule, but it usually happens.