Dyson

“Oh, we've made about a hundred and fifty million of them. David Senra: A year though now? James Dyson: Yeah, we make about thirty million a year.”

“You own a hundred percent of Dyson. Yes.”

“Well, we spent about 750,000. A million. I keep working in pounds. Half a million. Half a billion pounds.”

“The older you get, the more you try to apply your experience. And if you've come from an existing company, we may have picked up bad habits. I'm not saying we don't have bad habits at Dyson, but I'm saying you picked up the habits of that company, which may no…”

“He just said, I hate lawsuits, and my financial advisor thinks the vacuum cleaner's going nowhere, and he owned 49% of the business. So what'd you buy an hour for? I bought him out. 45,000 pounds.”

“Because you, I, our engineers do their own tests and build their own prototypes because there's something funny about the process of actually making the prototype yourself that you learn, and when it fails, it may have been something you noticed as you were gl…”

“When I was trying to license it to, I went to all the people who are now my competitors, and a lot of others as well, and they all turned it down. They were all quite interested in it, but turned it down.”

“For example, I have non-executive directors. I run the business as though it was a public business, but it's a private business. And I think it's very important to have good people advising you.”

“It's not a good commercial decision that, by the way, the one I've taken. Because I could have a division that dealt with other people, supply matters to other people, which I'm sure would make money.”

“In my case, and I counted it, it's 5127 times.”

“So I recruited some people from British universities who are academics, who knew about electric motors, and we started as a non-electric motor manufacturer, developing our own motor. It took a long time, took 10 years.”

“We don't know that we can make a motor go at 130,000 RPM when existing motors only go 15,000 RPM.”