Entrepreneurship

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.

Founder and former CEO of Panera Bread Company

I see myself as someone who seeds ideas well, but others execute them far better. I learned this the hard way; if I'd continued running everything, neither business would have survived. So, my approach was simple: spend three years as a controlling megalomaniac, then completely let go.

For me, it wasn't about creating a traditional business plan but rather channelling my 1960s mindset—I aimed to amaze and captivate people. I wanted passersby to wonder, 'Have you seen that? What's going on there?' Ultimately, this desire to make an impression has been the connecting thread in everything I've undertaken.

My goal was simply attracting large numbers of customers because mass appeal guarantees profit. I often advised not to obsess over immediate profits but to prioritise popularity. Like Amazon or Apple, success comes from creating something that garners mass recognition and love.

I don't believe there's a universal formula for success—I can only share what worked for me, which was driven by enthusiasm for new ideas. What I value most in people is enthusiasm—not passion, which I find overused—but genuine enthusiasm to see opportunities and act upon them.

A lot of entrepreneurs don't make that switch. They cling to that brand identity of 'I'm an innovator,' still tinkering with the product while everyone else is saying, 'Hey, it's good enough — let's hire our first salesperson.' So when you're not really thinking about the alignment between your role and your identity, that's when problems can start.

That confidence and perseverance can sometimes lead you to keep charging ahead headfirst, when what's really needed is a pause and a course adjustment. I think that's the challenge — and I talk about that in the book — when strengths get overused.

Everyone on the team strongly believes in the mission. This is the one thing we want to work on in our lives, and multiple people share that same sentiment. We've fallen in love with a very stubborn technical challenge. Convincing others is always hard—it requires conviction on both sides. What we've demonstrated is small-team speed: speed in hiring, speed in getting strong results, and speed in refining our intellectual understanding.

From day one, we said that we wanted to create value, create impact, and create inspiration. We're not going to build a business that just creates impact—we're not a nonprofit. We're not going to just create a company that inspires the next generation. We have to create value.

What the 1% of SMEs in a region that can really grow desperately need is local risk finance. We can think of this as venture capital. But we need venture capital that will work for SMEs, and that means it's got to be locally based. We've got a lot of venture capital, but it's nearly all in London and the Southeast.

Economist specializing in poverty, conflict, and development in Africa

My entry into this space came in 2019 when I read a paper by Demis Hassabis of DeepMind advocating for machine learning and AI researchers to go back to their roots in neuroscience. I took that literally — I went back to the neuroscience department at my alma mater, the University of Melbourne, and asked what was exciting them.

People should adopt a fearlessness where they are trying new things, but then accept that by doing this- a certain percentage of things will fail. Failure is not a necessary evil, but rather- it is a positive part of on-going progress.

Co-Founder of Pixar & Pioneer in Computer Graphics

If you have a start-up, you start out with an idea, but in 6 months you realise 'that wasn't the right idea'. This is how truly creative companies work. Nobody can do that with EU funding because you are locked-in to your original proposal – and because of that no-one I know in the start-up world wants money from the EU.

Former President of Estonia & Cybersecurity Pioneer

We believe that entrepreneurship is indispensable for the emergence of innovative companies that allow for the diversification and renewal of our economy, ensuring sustainable economic growth and the creation of qualified employment.

Former Prime Minister of Portugal (2015-2024)

We adopted a National Strategy for Entrepreneurship: Startup Portugal. A strategy that aims to make Portugal the ideal space to create, test, fail and try again.

Former Prime Minister of Portugal (2015-2024)

Many entrepreneurs are deluded about their odds of success, that evidence is very clear. This creates problems… Should a government subsidise entrepreneurs who greatly over-estimate their chances of success?

Nobel Prize Winner in Economics for Behavioral Economics Research