The crux of the matter is the internal liberation that comes from acknowledging that there will always be more to do than we can handle, and that certainty about the future is unattainable. It's a form of defeat, yet immensely productive, because as long as you believe mastering everything is just extremely challenging, you'll continue to struggle.

I define culture is three primary parts. The first part is behaviour. It's the behaviours of your employees that get embedded into all the processes we are already doing. The second part is processes. Think of the interview process – hiring, onboarding, recognition, promotion, feedback. All of those should have the behaviours integrated in them, ideally. The last piece is practices. These are kind of the daily, more informal ways that that we interact and connect – how we meet, how we communicate, how we make decisions and even how we learn.

When it comes to the growth of knowledge, you need to double down on the capacities you already have; you want to build on cities that possess a foundation. When you build in a remote location, costs skyrocket, attractiveness is hard to engineer, and the complementarities that help knowledge stick to a place simply aren't there.

I believe that the entrepreneurial life, even when running a large company, is a dual experience of joy and pain—two sides of the same coin. The joy lies in putting yourself out there and leading an organisation in a specific direction, but with that comes the burden of responsibility.

I don't have to outrun the Tiger, I just have to outrun you. When you look at many of the financial centres such as The City of London, Wall St, and their counterparts, they think of things in Economic terms.