We grow by letting the customer tell us. So when the customer tells us that they're frustrated, that they just got their catalogue and we're already out of a product they wanted, then it tells me that we're not making enough. We let the customer tell us instead of creating an artificial demand for our products. Any time you're making products that people don't need, you're at the mercy of the economy, you're at the mercy of whatever is going on. So we tried to avoid that situation.

The reason it was so scary was that there was only one climber capable of rescuing us, and that was Layton Kor, and he was in Colorado.

At Patagonia, making a profit is not the goal because the Zen master would say profits happen 'when you do everything else right'.

Hiring people with diverse backgrounds brings in a flexibility of thought and openness to new ways of doing things, as opposed to hiring clones from business schools who have been taught a codified way of doing business.

...there's no such thing as sustainability. There are just levels of it. It's a process, not a real goal. All you can do is work toward it. There's no such thing as any sustainable economy. The only thing I know that's even close to sustainable economic activity would be organic farming on a very small scale or hunting and gathering on a very small scale. And manufacturing, you end up with way more waste than you end up with finished product. It's totally unsustainable. It's just the way it is.

...it's the same with business. If you focus on the goal and not the process, you inevitably compromise. Businessmen who focus on profits wind up in the hole. For me, profit is what happens when you do everything else right.

I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company.