All we're trying to do is change how people think about fitness. And build Under Armour into the biggest brand in the entire land.

I realized early on that I was pretty good at organizing. A lot of it was about control. While my friends were out getting hammered at concerts, I was making money. I am a control freak.

My love of horses began in College Park, with me and 10 friends on two couches and a keg of beer in the back of a truck, heading to Pimlico at 6 A.M. to mark our place in the middle of the Preakness infield, where we never saw a horse run.

I'm a big advocate of the power of positive thinking, particularly for small businesses.

One of our first customers asked me how big we want to be. I said I want to be really big. Later, it bothered me that I answered that way. Now I say I just want to be a great company.

As foreign as it would be for you to go running in regular shoes, I want it to be just as foreign for you not to work out in your Under Armour.

My first real business was bootlegging T-shirts - I was just a dumb kid. You go to a concert and pay $25 for a cotton T-shirt that says 'Rolling Stones,' 'Lollapalooza,' or whatever. On the outside they're 10 or 15 bucks. We were the guys selling them for 10 or 15 bucks.