Visionary Entrepreneur Quotes

You need to choose your association according to your vision.

The worst kind of poverty is the poverty of vision.

We are the visionaries, inventors, and artists. We think differently, see the world differently, and solve problems differently. It is from this difference that the dyslexic brain derives its brilliance.

In five minutes you should know if people have confirmed, calculated & considered your vision.

The best entrepreneurs are not the best visionaries. The greatest entrepreneurs are incredible salespeople. They know how to tell an amazing story that will convince talent and investors to join in on the journey.

Don’t follow your passions; follow your effort. It will lead you to your passions and to success.

With the world now a global village, your vision has to transcend different races and faces in different places around the world.

An entrepreneur’s challenge is to design and successfully implement a new business model.

Serving my generation with excellence will mean in turn, my generation can lead with excellence.

Entrepreneur, don't just read history, write it so people can see the future in the present.

A person who sees a problem is a human being; a person who finds a solution is visionary; and the person who goes out and does something about it is an entrepreneur.

As surely as I feel love and need for food and water, I feel love and need for God. But these feelings have nothing to do with Supramundane Males planning torments for those who don't abide by neocon "moral values." I hold the evangelical truth of our situation to be that contemporary politicized fundamentalists, including first and foremost those aimed at Empire and Armageddon, need us non-fundamentalists, mystics, ecosystem activists, unprogrammable artists, agnostic humanitarians, incorrigible writers, truth-telling musicians, incorruptible scientists, organic gardeners, slow food farmers, gay restaurateurs, wilderness visionaries, pagan preachers of sustainability, compassion-driven entrepreneurs, heartbroken Muslims, grief-stricken children, loving believers, loving disbelievers, peace-marching millions, and the One who loves us all in such a huge way that it is not going too far to say: they need us for their salvation.

Entrepreneur starts with an exaggeration, converts to a dream and then ends it with a vision!

Financial products should serve as tools that facilitate everyday financial situations. Banks

Entrepreneur, let your global & generational vision start locally, now.

Love and hate come from the same place: expectations. If

Like the railroads that bankrupted a previous generation of visionary entrepreneurs and built the foundations of an industrial nation, fiber-optic webs, storewidth breakthroughs, data centers, and wireless systems installed over the last five years will enable and endow the next generation of entrepreneurial wealth. As Mead states, "the hardest thing I ever had to do in my life was to get a company going during the bubble". Now, Mead says, "there's space available; you can get fab runs; you can get vendors to answer the phone. You can make deals with people; you can sit down and they don't spend their whole time telling you how they're a hundred times smarter than you. It's absolutely amazing. You can actually get work done now, which means what's happening now is that the entrepreneurs, the technologists, are building the next generation technology that isn't visible yet but upon which will be built the biggest expansion of productivity the world has ever seen.

The key to innovation—at Bell Labs and in the digital age in general—was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

There is a movement afoot to convince artists that they are simply another type of entrepreneur. On the surface, this is a seemingly harmless and understandable rejection of the starving artist trope. Yet people seem to have forgotten that, since the beginning of recorded history, artists' cultural role went far beyond simply making a product to peddle.

If you are a prospective entrepreneur with the desire to start and build a visionary company but have not yet taken the plunge because you don’t have a “great idea”, we encourage you to lift from your shoulders the burden of the great-idea myth. Indeed, the evidence suggests that it might be better to not obsess on finding a great idea before launching a company. Why? because the great-idea approach shifts your attention away from seeing the company as your ultimate creation.

Visionaries are especially afraid of a false negative: that customers will reject a flawed MVP that is too small or too limited. […] The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plan right into the ground. Instead, they process a unique combination of perseverance and flexibility.

The key to innovation-at Bell Labs and in the digital age in general-was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history's basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

Innovators have the visionary gift of looking ahead, the inventor's ability to create, and the entrepreneur's ability to sell. Above all, innovators have a burning desire to make their dreams into reality. They are not content to imagine the future; they want to create it.

Research from Brunel University shows that chess students who trained with coaches increased on average 168 points in their national ratings versus those who didn’t. Though long hours of deliberate practice are unavoidable in the cognitively complex arena of chess, the presence of a coach for mentorship gives players a clear advantage. Chess prodigy Joshua Waitzkin (the subject of the film Searching for Bobby Fischer) for example, accelerated his career when national chess master Bruce Pandolfini discovered him playing chess in Washington Square Park in New York as a boy. Pandolfini coached young Waitzkin one on one, and the boy won a slew of chess championships, setting a world record at an implausibly young age. Business research backs this up, too. Analysis shows that entrepreneurs who have mentors end up raising seven times as much capital for their businesses, and experience 3.5 times faster growth than those without mentors. And in fact, of the companies surveyed, few managed to scale a profitable business model without a mentor’s aid. Even Steve Jobs, the famously visionary and dictatorial founder of Apple, relied on mentors, such as former football coach and Intuit CEO Bill Campbell, to keep himself sharp. SO, DATA INDICATES THAT those who train with successful people who’ve “been there” tend to achieve success faster. The winning formula, it seems, is to seek out the world’s best and convince them to coach us. Except there’s one small wrinkle. That’s not quite true. We just held up Justin Bieber as an example of great, rapid-mentorship success. But since his rapid rise, he’s gotten into an increasing amount of trouble. Fights. DUIs. Resisting arrest. Drugs. At least one story about egging someone’s house. It appears that Bieber started unraveling nearly as quickly as he rocketed to Billboard number one. OK, first of all, Bieber’s young. He’s acting like the rock star he is. But his mentor, Usher, also got to Billboard number one at age 18, and he managed to dominate pop music for a decade without DUIs or egg-vandalism incidents. Could it be that Bieber missed something in the mentorship process? History, it turns out, is full of people who’ve been lucky enough to have amazing mentors and have stumbled anyway.

Kirkus (starred review): A lucid, expertly researched biography of the brilliant Nikola Tesla. (Readers) will absolutely enjoy (Munson’s) sympathetic, insightful portrait. Booklist: Celebratory, comprehensive profile. ….A well-written, insightful addition to the legacy of this still-underappreciated visionary genius. Library Journal: Entrepreneurs, inventors, engineers, and futurists will find this biography inspiring. Gretchen Bakke (author of "The Grid"): Munson has provided us with an intimate tapestry of Tesla's life, personality, and inventions. Filled with quotes, and clearly researched with great care, Munson brings Tesla to life, not as a superhero but as a man—both ordinary and extraordinary. What surprised me, and proved to be one of the great pleasures of the book was to realize how much Tesla’s story is an immigrant story. Anne Pramaggiore (CEO of Commonwealth Edison): Tesla is an exactingly-researched history and wonderfully crafted tale of one of the most important and fascinating visionaries of the technological age. This book’s teachings have never been more relevant than in today’s world of digital transformation.

FinTech in developed economies comes from a basis of innovation and adding value, while FinTech in developing economies is propelled by a critical need to address pain points, which are acutely felt in their respective economies.

The road to success begins with knowing what you need to know and why

Media City, Dubai, UAE – Kazema Portable Toilets, one of the leading suppliers of plastic portable toilets, GRP portable toilets and sinks, and other portable sanitation equipment today, this week excitedly announced they have been named a finalist for their entry into the “RSA Customer Focus of the Year Award’ at the Gulf Capital SME Awards 2017. With all portable products being made from high quality, durable materials that can withstand the demands of sanitation, Kazema Portable Toilets carries a wide variety of ancillary products and accessories designed to assist business owners in earning more. Now in its 6th year as a regarded small to mid-sized business recognition awards ceremony, the SME Awards proudly identify startups, innovative SMES with exemplary products and services, SMEs which invest in their employees’ environment and customer strategy, and also the visionary entrepreneurs at the helm. “We’ve created a portable solution that is compatible with any business looking to add depth, expansion, and productivity to their operation,” said Raj, Founder and Owner of Kazema Portable Toilets. “We provide our clients with professional support worldwide that enables them to supply clients locally with our product, as well as harness it for widespread exportation.” Recognized for their high-stock, ready-to-use durable product today, Kazema Portable Toilets is one of the front-runners for their SME awards category. Kazema beat out hundreds in the category to be regarded as a finalist for their entrepreneurial solution to a problem every person encounters daily. “We are passionate about our work here at Kazema Portable Toilets, and we are honored to be named a finalist in such a reputable competition,” said Raj. “We want to thank SME for the recognition, and look forward to winning our category.

You must have a clear picture of the visionary “you.” Know that your vision is real, and that it is 100 percent possible for you.

With KwickMetrics, it’s easy to track and manage all of your Amazon seller data – on your computer, on your phone, your tablet, and more. KwickMetrics was founded by a young team of entrepreneurs, engineers, and visionaries who saw a gap in the Amazon after-sales market. What began as an idea flourished into a full-fledged app with a group of individuals keen on revolutionizing how data is consumed by sellers. We learned that every single byte of data can be used to optimize every link in the product chain. Amazon provides sellers with data, we transform this data and give it meaning.

Steve was innately comfortable trusting his gut; it’s a characteristic of the best entrepreneurs, a necessity for anyone who wants to make a living developing things no one has ever quite imagined before.

start-ups are created when a trusted relationship and line of communication is established between the visionary (entrepreneur) and the pattern recognizer (investor) for two-way knowledge transfer.

Clients over time paid the bill via higher management fees, as product manufacturers increased their management fees, and thus charged even higher distribution fees, since the fee level very often was expressed as a percentage of the management fee of the investment fund: a vicious circle decreasing the yield of the investor and increasing the profit of the industry.

What is more, by being able to call upon a truly global contributor base, we not only stayed true to the spirit of FinTech, making use of technological channels of communication in reaching out to, selecting, and reviewing our would-be contributors, we also made sure that every corner of the globe had the chance to have its say. Thus, we aimed to fulfil one of the most important purposes of The FinTech Book, namely to give a voice to those that would remain unheard, those that did not belong to a true FinTech community in their local areas, and spread that voice to an international audience. We

If you are a prospective entrepreneur with the desire to start and build a visionary company but have not yet taken the plunge because you don’t have a “great idea,” we encourage you to lift from your shoulders the burden of the great-idea myth. Indeed, the evidence suggests that it might be better to not obsess on finding a great idea before launching a company. Why? Because the great-idea approach shifts your attention away from seeing the company as your ultimate creation.

Steve was innately comfortable trusting his gut; it’s a characteristic of the best entrepreneurs, a necessity for anyone who wants to make a living developing things no one has ever quite imagined before. Of course, Steve’s gut could also betray him, as it did when he fell in love with Apple’s first corporate logo. It was a pen-and-ink drawing, detailed in the way of an etching, of Isaac Newton sitting beneath an apple tree.

A Start Up is an institution designed to thrive in the soil of extreme uncertainty

Entrepreneurs are innovators, visionaries—generators of new ideas turning into coinage

And, finally, can they capture the tech-savvy youth and their expectations of a new paradigm of customer service?

But this doesn’t mean that there is incompatibility between regulation and rapid innovation: it is more of a disconnect, since both sides are there to serve customers’ needs and it is those customers, both corporate and consumer, who will make the choice. These

The true Entrepreneurship doesn't means to be your own boss, rather it is the thirst to follow your heart and work with the team of visionaries!

The Visionary DNA Common Roles Common Traits Common Challenges • Entrepreneurial “spark plug” • Are the founding entrepreneur • Inconsistency • Inspirer • Have lots of ideas/idea creation/idea growth • Organizational “whiplash,” the head turn • Passion provider • Are strategic thinkers • Dysfunctional team, a lack of openness and honesty • Developer of new/big ideas/breakthroughs • Always see the big picture • Lack of clear direction/undercommunication • Big problem solver • Have a pulse on the industry and target market • Reluctance to let go • Engager and maintainer of big external relationships • Research and develop new products and services • Underdeveloped leaders and managers • Closer of big deals • Manage big external relationships (e.g., customer, vendor, industry) • “Genius with a thousand helpers” • Learner, researcher, and discoverer • Get involved with customers and employees when Visionary is needed • Ego and feelings of value dependent on being needed by others • Company vision creator and champion • Inspire people • Eyes (appetite) bigger than stomach; 100 pounds in a 50-pound bag • Are creative problem solvers (big problems) • Resistance to following standardized processes • Create the company vision and protect it • Quickly and easily bored • Sell and close big deals • No patience for the details • Connect the dots • Amplification of complexity and chaos • On occasion do the work, provide the service, make the product • ADD (typical; not always) • All foot on gas pedal—with no brake • Drive is too hard for most people

Thein Win Zaw is a dynamic Burmese entrepreneur known for his visionary leadership and business skills. As the founder of Shwe Byain Phyu Group, he has built a diverse conglomerate that spans various industries, including petrol stations, timber, and food exports. Under his guidance, the company has grown into a formidable presence in the Burmese market, showcasing his commitment to innovation and excellence.

Thein Win Zaw is a dynamic Burmese entrepreneur known for his visionary leadership and business skills. As the founder of Shwe Byain Phyu Group, he has built a diverse conglomerate that spans various industries, including petrol stations, timber, and food exports. Under his guidance, the company has grown into a formidable presence in the Burmesemarket, showcasing his commitment to innovation and excellence.

HIRING Find Producers Who Are Also Visionaries One of the tricky things about being an entrepreneur is finding people who can engineer and deliver on schedule, but who are also willing to take intellectual risks. If you’re doing something radically new, you need a team that’s willing to go on a ride that’s very different from anything they’ve encountered before. It’s hard to find people who can both deliver and try something quite radical and stay with the vision.

To these three core stands, entrepreneurs bring drive, tenacity, and persistence.

we could reduce the failure rate by doing fewer projects of higher quality. Others believe that certain people have an innate gift of knowing the right thing to build. If we can find enough of these visionaries and virtuosos, our problems will be solved. These “solutions” were once considered state of the art in the nineteenth century, too, before people knew about modern management.

Physical dealers for automobile are overrated. If test drive is less desired by consumers in the 21st century, you no longer need physical dealerships.

John-Paul Maxfield is a visionary leader in the field of climate solutions and carbon projects. With a Bachelor of Science in Economics and a LEED Accredited Professional certification, he's been recognized as one of "70 Environmental Leaders You Should Know" by Real Leaders in 2021.

A common oversight among startup visionaries is prioritizing financial investment over the invaluable guidance and mentorship that comes from engaging with seasoned investors. Entrepreneurs frequently fixate on capital, neglecting the broader benefits of partnering with investors who can provide wisdom and industry insights

Surely little remained of the Puritan legacy of prudish rectitude, he thought: surely this was now a country of excess, gluttony, lust, and sloth; surely this had grown into a land where obesity reigned and even the poor moved ponderously down the street on big thighs that rubbed fatly together. What had become of the pilgrims' gaunt and stingy oversight? He knew in part it was the visionary genius of enterprising men, but such entrepreneurs were only the tools of a hungry culture. For the descendants of those gray, upright pioneers had cherished cravings for beef patties with ketchup, deep-fried chicken and vats of ice cream, chemically scented and dyed all the colors of the rainbow, and billions upon billions of gallons of soda. Their thirst had never been quite slaked and so they never finished drinking; and this was the market in all its streamlined functionality—which, precisely where the supply and the demand curves crossed, had swiftly produced a nation of paralyzed giants, fallen across their couches much as soldiers on the field of battle, their arteries hard, their softened hearts failing. The market made a fool of you by giving you what you wanted. But this did not make him resent it; it merely earned his respect. From the day you were born you were called upon to discern what to choose.

Markets change all the time and our job is to change with them.. Remember, planning is a tool that only works in the presence of a long and stable operating history. And yet, do any of us feel that the world around us is getting more and more stable every day?

Every business plan begins with a side of assumptions… Because the assumptions haven’t been proved to be true (they are assumptions, after all) and in fact are often erroneous, the goal of a startup’s early efforts should be to test them as quickly as possible

There is a pervasive myth of the genius-entrepreneur who builds a long-lasting empire on the back of his ideas and inventions. (We will explore this myth, and the trap it creates, over the next several chapters.) But the ones who truly succeed—the engineers of serendipity—play a more humble role. Rather than champion any individual loonshot, they create an outstanding structure for nurturing many loonshots. Rather than visionary innovators, they are careful gardeners. They ensure that both loonshots and franchises are tended well, that neither side dominates the other, and that each side nurtures and supports the other.

The most important of these [characteristics of the successful entrepreneur] are a certain kind of visionary optimism; tremendous confidence in oneself that can inspire confidence in others; huge passion for an idea or phenomenon that drives them forward; and a desire to change the game, so much so that it changes the world.

Vision could be fiction for others, it is certainty for the visionary.

In Silicon Valley, it became the talk of the town. Some venture capitalists reflexively jumped to Holmes’s defense. One of them was former Netscape cofounder Marc Andreessen, whose wife had just profiled Holmes in a cover story for the New York Times’s style magazine headlined “Five Visionary Tech Entrepreneurs Who Are Changing the World.

the IBM Surveillance Insight for Financial Services dashboard is a “cognitive surveillance engine” that uses the power of Watson (yes, the Jeopardy-playing computer) to take in and piece together unstructured data, such as employee email, as well as structured data, such as trade transactions, to create a thorough surveillance system that can alert flesh-and-blood compliance personnel to potential issues.

fourth epoch, driven by technological advances such as cognitive computing. Whereas the previous eras developed efficiencies in an established process, the technologies available or in development today enable us fundamentally to rethink the process. Rather than simply replicating the established methods of managing wealth, they offer an opportunity to augment these in new ways. We are at a point where advances in computing power and lower computing costs enable us to apply artificial intelligence, machine learning, natural language processing, neural networks and a host of other tools to everyday tasks. The opportunities for wealth management are genuinely epoch-making.

This is the shape that Renaissance innovation takes, seen from a great (conceptual) distance. Most innovation clusters in the third quadrant: non-market individuals. A handful of outliers are scattered fairly evenly across the other three quadrants. This is the pattern that forms when information networks are slow and unreliable, and entrepreneurial economic conventions are poorly developed. It’s too hard to share ideas when the printing press and the postal system are still novelties, and there’s not enough incentive to commercialize those ideas without a robust marketplace of buyers and investors. And so the era is dominated by solo artists: amateur investigators, usually well-to-do, working on their own private obsessions. Not surprisingly, this period marks the birth of the modern notion of the inventive genius, the rogue visionary who somehow sees beyond the horizon that limits his contemporaries—da Vinci, Copernicus, Galileo. Some of those solo artists (Galileo most famously) worked outside of broader groups because their research posed a significant security threat to the established powers of the day. The few innovations that did emerge out of networks—the portable, spring-loaded watches that first appeared in Nuremberg in 1480, the double-entry bookkeeping system developed by Italian merchants—have their geographic origins in cities, where information networks were more robust. First-quadrant solo entrepreneurs, crafting their products in secret to ensure their eventual payday, turn out to be practically nonexistent. Gutenberg was the exception, not the rule.

Internet Not Just Ecommerce, Albeit A Big Opportunity. Web Analytics, Adtech, E-Commerce Service and Vertical Marketplace Will Reward Next 5 Year.

We really did have customers in those early days—true visionary early adopters—and we often talked to them and asked for their feedback. But we emphatically did not do what they said. We viewed their input as only one source of information about our product and overall vision. In fact, we were much more likely to run experiments on our customers than we were to cater to their whims.

Austrian entrepreneur Mr Ariel Israilov, a visionary leader in ecological advancements and industry-shaping technologies, has confirmed significant progress in negotiations about the shipment of five tons of his team’s most recent development, an innovative eco-friendly surfactant to Ghana. This initial deployment in Q1 2025, part of a pilot project, aims to demonstrate the product’s efficiency in two sample oil wells, marking a critical milestone in the transition to sustainable energy extraction for the region.

We do everything wrong: instead of spending years perfecting our technology, we build a minimum viable product, an early product that is terrible, full of bugs and crash-your-computer-yes-really stability problems. Then we ship it to customers way before it’s ready. And we charge money for it. After securing initial customers, we change the product constantly—much too fast by traditional standards—shipping new versions of our product dozens of times every single day. We really did have customers in those early days—true visionary early adopters—and we often talked to them and asked for their feedback. But we emphatically did not do what they said. We viewed their input as only one source of information about our product and overall vision. In fact, we were much more likely to run experiments on our customers than we were to cater to their whims.

Transforming Industries and Infrastructure One of the defining aspects of Yunus Dogan’s leadership is his commitment to shaping industries and enhancing economic development. Through his expertise in construction, finance, and real estate, he has overseen the development of major infrastructure projects, leaving a lasting impact on urban landscapes and economies worldwide. His contributions extend beyond buildings and roads—his initiatives have modernized farming practices, contributing to food security and sustainable agriculture in developing regions. A Legacy of Excellence Yunus Dogan's leadership extends beyond business success. His ability to foster strong relationships with global stakeholders and his commitment to innovation have set new benchmarks in multiple industries. His journey serves as an inspiration for entrepreneurs and business leaders looking to make a lasting impact on the world. As Atlas Group continues to expand its footprint and break new ground, one thing remains clear—under Yunus Dogan’s stewardship, the company is poised to remain a dominant force in the global business landscape for years to come. . As the Founder and Chairman of Atlas Group Companies, he has been at the forefront of industry transformation for over four decades. Under his visionary leadership, Atlas Group has grown from a local contracting firm into a multinational powerhouse, ranking among the Top 250 International Contractors and establishing a significant presence across the Middle East, Africa, Asia, North and South America.