Philip Green

I sometimes think less is more. If you cut yourself in too many places, it is hard to execute.

You're going to find England, unfortunately, is a place where you get a lot of jealous, envious, you know, negative people. That's how it is.

I could have closed down bits of British Home Stores to make more money but it's not my style. I want to make my money as a retailer, not by putting people out of work.

I think I've got a good feel. A feel for... being able to walk with different people. Or for being able to look at people and think, 'Yeah, I might know what they want to wear.'

You've got to love what you do to really make things happen.

People are always going to go shopping. A lot of our effort is just: 'How do we make the retail experience a great one?'

I could spend my life having meetings, a meeting to have another meeting, a hundred meetings to have another thousand meetings. It's not what I'm about. I don't want to have to get in a queue; that's not how I like to live.

Arcadia was a typical venture capital deal, but I'm the adventurer and the capitalist.

I hope and believe all the people that worked very closely with me at BHS for all those years, and some for the whole journey, will know it was never my intention for the business to have the ending it did.

If you go 90 yards in a hundred-yard race, you come last. Usain Bolt slows down for the last half a yard, but for 99 yards, he is that far ahead that he can. In our business, you can't be far enough ahead. It is such a competitive marketplace.

I wasn't a good school pupil. I was interested in business.

There is no reason why government should not be as efficient as any good business.