Quotes of All Topics . Occasions . Authors
We need to stop making wide-body seats on airplanes, stop accommodating that, because it's not healthy.
At Under Armour, we've created a very strong culture, a culture that first and foremost is built on people.
You need to put your hands around the throat of your business, and you need to run it. There's no other way.
The ability to touch people and literally change lives is incredibly relevant in a consumer-products company.
I can't imagine trying to operate a company banking on the fact that my logo is cooler than somebody else's logo.
I wake up in the morning and I think about one brand. I don't have enough time to wake up twice and think about two.
Stop with the stupid messages. I don't need a message that says, 'Go on, you can do it today.' What does that mean?!
The best merchants in the world aren't the ones predicting what's cool next; we're the ones dictating what's cool next.
The world cannot continue to build larger health care systems where you just sit around and wait for people to get sick.
The sports apparel industry was dominated by the big shoe companies. But there was a void in apparel and I decided to fill it.
In getting Under Armour started, like any business, I think, number one, you need a great idea. But it's also about who you know.
All we're trying to do is change how people think about fitness. And build Under Armour into the biggest brand in the entire land.
I don't believe in flagship retail, because the definition of flagship retail is that it's a marketing expense, and it's going to lose money.
As foreign as it would be for you to go running in regular shoes, I want it to be just as foreign for you not to work out in your Under Armour.
Success doesn't happen quickly. It happens from doing the same thing over and over, becoming great at it, and delivering great value to consumers.
We don't tell a 17-year-old kid that Nike sucks, because the fact of the matter is, Nike doesn't suck. They're actually very good at what they do.
When you see most companies get big, they want to shout about all they've done. But the consumer wants to know: 'What have you done for me lately?'
I wanted to make the world's greatest football undershirt. But I realized that no team sport had equipment for apparel. Apparel was an afterthought.
We don't care which products you like, but you should be using UnderArmour.com - which is now MapMyFitness - and having a reason to visit us every day.
There is some little boy and some little girl out there, somewhere, who believe that when they put Under Armour on, they can do just a little bit more.
The Small Business Administration was fundamental in helping our company. There's great initiative from the government if you know the right places to look.
I want people to believe in themselves. I want intellectual curiosity. I want someone who realizes that they don't know it all and that they're dying to learn.
Brand is not a product, that's for sure; it's not one item. It's an idea, it's a theory, it's a meaning, it's how you carry yourself. It's aspirational, it's inspirational.
I don't have the option of getting fat. I like to try as much of our products as I can. Our sample size is size large, and I can't fit into our samples unless I'm at that size.
Everybody is an expert. But at Under Armour, I want people to control what they can control. Leave the pontificating to everyone else. Leave all that negative talk to everyone else.
One of our first customers asked me how big we want to be. I said I want to be really big. Later, it bothered me that I answered that way. Now I say I just want to be a great company.
I realized early on that I was pretty good at organizing. A lot of it was about control. While my friends were out getting hammered at concerts, I was making money. I am a control freak.
It's key to become 'famous' for one thing first, and that will give you the credibility to go into other areas once your ready... which generally means a long time and a lot of perfecting!
There's no such thing as a good time. I started an apparel-manufacturing business in the tech-boom years. I mean, come on. Get out of your garage and go take a chance and start your business.
If you're going to start a company, it's not going to be in the millions of dollars, but it's going to be something - for a lot of these kids - out of the trunk of their car, the same way that I did.
I love Monopoly. You know why? When I play Monopoly with you, I'm going to buy everything from Baltic Avenue to Marvin Gardens. If you get to my side of the board, you'd better roll boxcars, or you're going to pay rent.
It's a fire, it's a passion to get out and to create and to innovate. And that I've always enjoyed and I've always been very proud of is that the people I've done business with, the people around me have always made money.
Before Under Armour, the only choices you had were to wear a short-sleeved cotton T-shirt in the summer or a long-sleeved cotton T-shirt in the winter. Why not make a better piece of equipment for underneath the shoulder pads?
I was a not-big-enough, not-fast-enough football player who wanted a little bit of an edge on the field. I figured my own sweat, if I could get that off my body, and more importantly, the weight that stood behind it, that would help.
At some point in your life, you'll find yourself in a similar position: Surrounded by people who are smarter, faster, who have more experience and more money - and you'll just have to find a way. And you'll have to do it with passion.
I was a general business major, which meant that in any business school and particularly at Smith School, which is a very good school, you do a lot of team projects. Well I was the guy who gave the presentations for the team projects.
My love of horses began in College Park, with me and 10 friends on two couches and a keg of beer in the back of a truck, heading to Pimlico at 6 A.M. to mark our place in the middle of the Preakness infield, where we never saw a horse run.
You're convincing these big, tough football players to wear what was essentially women's lingerie. There was a little bit of a Jedi mind trick that needed to take place. The product really spoke for itself once guys felt it and touched it.
Go find out if you can make your product. Once you make it, stop projecting what's going to happen and go find out whether your product can sell. Find out whether someone is willing to take hard-earned cash out of their pocket and exchange it for your product.
My first real business was bootlegging T-shirts - I was just a dumb kid. You go to a concert and pay $25 for a cotton T-shirt that says 'Rolling Stones,' 'Lollapalooza,' or whatever. On the outside they're 10 or 15 bucks. We were the guys selling them for 10 or 15 bucks.
Randy Edsall is a good, strong, decent man who is working his tail off on behalf of the University of Maryland. And there are more people that want to spend their days burning things down than building it up. At least just stop rooting against him. You know, give the guy a chance.
There's an entrepreneur right now, scared to death, making excuses, saying, 'It's not the right time just yet.' There's no such thing as a good time. I started an apparel-manufacturing business in the tech-boom years. I mean, come on. Get out of your garage and go take a chance, and start your business.
People of Baltimore, if you want to simply learn a new trade, if you want to join the Foundry, it's a membership. It's like joining a gym, and you can go and meet other entrepreneurs like you. You can talk about how to get financing. You can take a class on how to sew. You can take a class and say, 'I want to be an electrician.'
Great brands are like great stories. And every story has a beginning, a middle, and an end. And our job is to make sure that every chapter of our stories makes sense to the one in front of it and make sense to the one after it. There is no such thing as an overnight success. You have to get up and put your work boots on every single day.