You feel like a product when you're on these things. You feel like you're selling yourself. But what's amazing is that when you get people in person, actually interacting, much of the time they don't do that same optimisation, especially if you give them just a few nudges.

It's about creating legal accountability around the creation of value for stakeholders, not just shareholders. That's what changes the conversation in the boardroom.

The biggest mistake is thinking that some people at the top make strategy, while everybody else executes it. It feels intractable at this point, it's so ingrained in our way of thinking. People at the top don't make all the decisions; it's not the case that people at the top make a strategy decision and then everyone just engages in that exact model.

The right idea is one that fascinates you, that you can't get out of your mind, that's a puzzle you want to solve. The path from a raw idea to success is a long one- full of frustration, dead-ends.... If you don't have something that genuinely fascinates you, you're going to give-up long before the point you finally stumble on the thing that works.

Scaling any business is about creating a model, debugging the model, making sure you understand the ingredients that need to be scaled up, and making sure you have a process to scale. All of this needs to be wrapped-up in a financial model that allows the scale to be funded.