Your most unhappy customers are your greatest source of learning.

This [philanthropy] work is even more fascinating. It requires us to think harder about how we build partnerships, who we get behind. And yet we get to see progress that in some ways is even more profound than the great advances that digital technology has provided.

My broad sense of this is that authors like Smil really paint the clear picture, and once you see that, it's kind of Oh, of course. That's such a primal thing to all these physical services that we take for granted.

I believe it’s not only possible to eradicate malaria; I believe it’s necessary. Ultimately, the cost of controlling it endlessly is not sustainable. The only way to stop this disease is to end it forever.

There is a difference between what technology enables and what historical business practices enable.

I have always loved the competitive forces in this business. You know I certainly have meetings where I spur people on by saying, "Hey, we can do better than this. How come we are not out ahead on that?" Thats what keeps my job one of the most interesting in the world.

If you really could take the CO2, when you burn hydrocarbons - coal, for example - if you could really capture the carbon and sequester it - they call it CCS - if the extra capital cost, energy cost, and storage costs over time didn't make it super expensive, then that's another path that you could go down.