"I never get the accountants in before I start up a business. It's done on gut feeling, especially if I can see that they are taking the mickey out of the consumer"
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Branson’s brag isn’t really about skipping spreadsheets; it’s about claiming a moral and cultural edge over the dull machinery of “proper” capitalism. “I never get the accountants in” draws a cartoon villain - the numbers guy - so Branson can cast himself as the insurgent entrepreneur, moving faster than the rulebook. The line flatters risk as authenticity: gut feeling as a kind of truth serum that supposedly detects what the market “really” wants before the metrics catch up.
The sharper move is the justification clause: “especially if I can see that they are taking the mickey out of the consumer.” Branson isn’t just hunting profit, he’s hunting an enemy. The phrasing is pointedly British, informal, pub-ready; it suggests a con is obvious to anyone with common sense, and that Branson’s instinct is basically a consumer’s instinct with better financing. It’s a shrewd reframing of opportunism as public service: the entrepreneur as watchdog, not predator.
Context matters: Virgin’s mythology was built on puncturing complacent incumbents - airlines, record labels, telecoms - industries that often did treat customers like captives. Branson’s persona sells disruption as cheeky fairness. The subtext, though, is that “gut feeling” is also a brand strategy: it immunizes him against critique. If the gamble pays off, he’s visionary; if it fails, it’s romantic risk-taking. Accountants don’t just count costs. They count consequences, which is exactly what this swagger wants to keep offstage.
The sharper move is the justification clause: “especially if I can see that they are taking the mickey out of the consumer.” Branson isn’t just hunting profit, he’s hunting an enemy. The phrasing is pointedly British, informal, pub-ready; it suggests a con is obvious to anyone with common sense, and that Branson’s instinct is basically a consumer’s instinct with better financing. It’s a shrewd reframing of opportunism as public service: the entrepreneur as watchdog, not predator.
Context matters: Virgin’s mythology was built on puncturing complacent incumbents - airlines, record labels, telecoms - industries that often did treat customers like captives. Branson’s persona sells disruption as cheeky fairness. The subtext, though, is that “gut feeling” is also a brand strategy: it immunizes him against critique. If the gamble pays off, he’s visionary; if it fails, it’s romantic risk-taking. Accountants don’t just count costs. They count consequences, which is exactly what this swagger wants to keep offstage.
Quote Details
| Topic | Startup |
|---|---|
| Source | Help us find the source |
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