Perhaps my early problems with dyslexia made me more intuitive: when someone sends me a written proposal, rather than dwelling on detailed facts and figures I find that my imagination grasps and expands on what I read.

I've been in Africa, and I've been to hospitals of Africa, and they're not hospitals, they're places where people go to die. And rows and rows and rows of people just dying and the waiting rooms of the hospitals are full of people waiting to get into the beds of the people who died the night before, and they're dying from unnecessary diseases.

If you take care of your workers they'll take care of your business.

I like to take chances on people, and whenever possible, promote from within - it sends a great message to everyone in the company when someone demonstrates a passion for the job and leadership skills at every step along the way and is rewarded with a leadership role.

So I became a publisher by mistake - well, not quite by mistake, because I wanted to be an editor but I had to make sure the magazine would survive. The point is this: Most businesses fail, so if you're going to succeed, it has to be about more than making money.

Whether we're fighting climate change or going to space, everything is moved forward by computers, and we don't have enough people who can code. Teaching young people to code early on can help build skills and confidence and energize the classroom with learning-by-doing opportunities. I learned how to fly a hot air balloon when I was 30,000 feet up and my life was in the balance: you can learn skills at any age but why wait when we can teach everyone to code now!

I think sometimes when you come from a conservative background, you want to rebel a little bit. I dropped out of school at 15 and learned early in life that saying yes was a lot more fun than saying no. If you have the opportunity to explore the skies and attempt something people haven't done before - well, I was damned if I was going to sit around watching television while someone else was doing it.