In the '80's my gut feeling was that airlines were crap. I hated spending time on planes. I thought we could create the kind of airline I'd like. So we got a secondhand 747 and gave it a go.

... Our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staff are motivated then the customers will be happy, and the shareholders will then benefit through the company's success.

I'm not superstitious. I don't really believe in star signs, sorry, or superstitions.

I am always working on the go. I have never had an office that I work out of and work has become intertwined with my personal life. Fortunately I am able to work from my home and can answer my e-mails in the morning, play tennis or kitesurf in the afternoon to keep fit and have meetings or phone calls in between.

What can you do to make a difference? And why should you do it? (...) the scale of one's social investments doesn't matter. What matters is that you operate as a force for good at every scale available to you.

It's all about finding and hiring people smarter than you. Getting them to join your business. And giving them good work. Then getting out of their way. And trusting them. You have to get out of the way so YOU can focus on the bigger vision. That's important. And here's the main thing....you must make them see their work as a MISSION.

Half the art of ballooning is to make your crashes so gentle that you can fool yourself into calling them landings.