Mark Pincus Quotes

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The art of it is, the more we can bring complex game mechanics to a mass market, the more engaging the games will be. But at the same time, we have to simplify everything: the mass market has a lower...

It's okay to be misunderstood - as long as you're not misunderstood by your consumers.

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We're busy people; we need media that's multitask-able. I want games I can play while I'm watching television. 70% of Americans are on the Internet while they watch TV. We all multitask now, and we need media to reflect that.

There's a lot of opportunity for game developers to show value to people, things they want to spend money on. I think offers are just another kind of ads.

Even if I'd wanted to work at Goldman Sachs, they weren't going to hire me, because I was saying things like, 'That's a dumb question' when I was asked something stupid in the interviews. I just didn't have a lot...

I was in banking because it was high-paying, intense, a real meritocracy, and the afterwork part was fun, but I found everything to do with banking so boring.

I really thought to myself, 'If I'm going to do anything in this world, I am going to be the best I can be.' I have a tennis coach that has taken me as far as my body can go....

Video games and outdoor sports - that was my childhood.

Zynga made social gaming and play a worldwide phenomenon, and we remain the industry leader.

I got involved early on in social media - I created one of the first social networks - and for me, social gaming was a natural evolution of that.

People were hanging out in these places, and just like at cocktail parties, they needed something to do together. I thought, 'How can we fit games into someone's life?'

I think we live in a unique time - the verbs that make up our online and mobile lives haven't been completely invented or imagined for us. That was kind of a life path I was on.

I think you're defined as a company by what you choose to do and what you choose not to do.

From the beginning... I wanted to build a company that could sustain not for two years or four years or even ten years but be something that really matters over time the way Amazon and Google and others have.

Clearly as you move to being a public company, probably even more than growth, there is a huge value based on predictability.

I need to aspire to be a great CEO and not just a great product engineer.

I seek out a lot of advice from other CEOs.

I've grown a lot, and I'm learning every week.

I've been good at product entrepreneuring.

You can manage 50 people through the strength of your personality and lack of sleep. You can touch them all in a week and make sure they're all pointed in the right direction.

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