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Whenever you look at any potential merger or acquisition, you look at the potential to create value for your shareholders.

Seeking an acquisition from the start is more than just bad advice for an entrepreneur. For the entrepreneur it leads to short term tactical decisions rather than company-building decisions and in my view often reduces the probability of success.

Successful enterprises are built from the ground up. You can't assemble them with a bunch of acquisitions.

I know a lot of companies that have a very well defined post-acquisition process. However, many of them don't take into consideration the dynamics and personalities of the acquiree. Instead, they assume that everyone will happily be assimilated.

The key to making acquisitions is being ready because you really never know when the right big one is going to come along.

Any successful company in the valley gets acquisition offers and has to decide whether or not to take them.

There is a long history of founders returning to companies and doing great things. Founders are able to set the vision for their companies with an authority no one else can.

Founders, presuming they know their customers, assume they know all the features customers need.

In my world, historical revenue is the least interesting thing to consider in an acquisition strategy. The goal is to acquire technology that is on your product roadmap or people that fit culturally within your organization and help you execute on your roadmap faster.