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I think good companies can navigate being public and doing the right things for their customers.

I think one of the key differentiators I bring to the table as a venture capitalist is a solid understanding of the public markets and how they operate.

I love how people in this business push themselves to know themselves, the world, and their creativity better.

Creativity seldom thrives in an atmosphere of great discipline or scrutiny. That's one reason we tend not to want our leaders to get too creative.

If you're running an engineering or finance company, all companies depend on ideas and ingenuity. I think the principles of creative leadership apply everywhere, whether it's an advertising company or whether you're running a hospital.

It's a special thing to be a public company.

Once you start trying to sell creativity, you're always going to run into the problem that the people selling it aren't as creative as the people making it, and the people making it don't know how to talk business with the people trying to sell it.

If the rules of creativity are the norm for a company, creative people will be the norm.

The role of a creative leader is not to have all the ideas; it's to create a culture where everyone can have ideas and feel that they're valued.

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 that creative.