Douglas Leone

If you start a successful company in China at 11 A.M., by 2 P.M. there's three more companies like it.

I'll say this: I can't think of one instance in my 20 years in venture capital in which I have wanted to sell a company before the entrepreneur.

If you choose a market that already exists, say, networking equipment, you have to compete with an established company like Cisco. Even if your product is marginally better, Cisco can fudge it and outsell you.

A tremendous chief executive in a small market will never be great. All great companies start with great markets.

There's a number of companies clearly that we wish we had invested in either at the early or at the moderate stage.

The venture industry is both quite vibrant and quite competitive.

Crystal-clear thinking is one of the things we look for - not a fancy slide pitch, but crystal-clear thinking.

Guys like me on the investor side are a dime a dozen.

During dark times, real entrepreneurs come out. They are not competing with 10 look-alike companies for engineering talent, so it's a great time to invest and help build companies.

We see China as a large market opportunity with similar cyclical economic cycles that occur throughout every economy.

We work as a team. I think having the individual being shown as a star actually creates problems internally. We encourage all our investors to work as a team for the benefit of the founders.

We look at the number of engineers coming out of India; we look at the growth of the economy, and it's clear that India is a place we want to be.