When I started Virgin from a basement in west London, there was no great plan or strategy. I didn't set out to build a business empire ... For me, building a business is all about doing something to be proud of, bringing talented people together and creating something that's going to make a real difference to other people's lives.

If a chairman of a company visits Seattle, that chairman should take all the staff out in the evening and have a few drinks together, talk together and party together and not be embarrassed about the staff seeing the weaker side of you.

Entrepreneursh ip is a great leveller, since having the benefit of a wealthy background or a generous investor isn't always an advantage. The wonderful thing is that money is not the sole currency when it comes to starting a business; drive, determination, passion and hard work are all free and more valuable than a pot of cash.

And from, you know, small ideas, bigger ideas emerge. So we're starting with suborbital space flights and we'll then go into orbital space flights and, you know, maybe one day we'll send people on a one-way voyage into the depths of space as per the science fiction trips.

I think a lot of becoming an entrepreneur is something which people have to learn just from getting out there and giving it a go, and having to learn the art of survival.

Avoid litigations. They are expensive and consume loads of time but if you have got a good case and a better chance of winning; then fight it out.

The idea that business is strictly a numbers affair has always struck me as preposterous. For one thing, I've never been particularly good at numbers, but I think I've done a reasonable job with feelings. And I'm convinced that it is feelings - and feelings alone - that account for the success of the Virgin brand in all of its myriad forms.