Kevin Plank

Data is the new oil.

Leadership is... to make sure you never limit the idea or opportunity.

The markets are efficient over time.

In getting Under Armour started, like any business, I think, number one, you need a great idea.

Everyone must have a voice, and everyone deserves clarity.

When you're winning, you're creating a dynasty.

Employees get things done. Partners get things done done. But owners get things done done done.

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!

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.

Any self-respecting entrepreneur has borrowed money from their mother at some point.

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.

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?

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.

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.

Motivation, passion, and focus have to come from the top.

The sports apparel industry was dominated by the big shoe companies. But there was a void in apparel and I decided to fill it.

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.

You need to put your hands around the throat of your business, and you need to run it. There's no other way.

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.

I was always telling people I was doing great, even if I wasn't.