Ronnen Harari

“We started with 10,000 dollars.”

“The real decision why it went public was to actually set the company up for success in the future. We felt that for the company to outlive the founders, it's best for the company to be in a public construct rather than a private company.”

“And then we ended up doing it in five universities across Ontario by the time we graduated. I think we grossed about a 100,000 dollars.”

“What went through my mind was, we were going to charge her two dollars and 65 cents U.S., and I dropped the price to one 65 in my mind right then and there.”

“So Bob actually, when we started, the first place we actually went to look for people to work in the factory was we went to homeless shelter.”

“My attention to visual detail is, is very high. Like, when we were developing in toys or engineering, I could see, like, little changes when we were debugging the toys, and people would use rulers, and I could just see it with my eyes.”

“At that point in time, I think we had about 900 employees, and we had to let go 350 people in a matter of 24 months.”

“He actually had no manufacturing experience. He came to our office, and we literally made a deal within 45 minutes, and then he went down and started running the factory.”

“The one thing we didn't do is we didn't cut our R&D budget. We kept that, and we kept on spending, and we kept on investing.”