Our model is to develop each business separately with its own shareholder and management - this way we can concentrate on the job in hand, rather than be part of some enormous and faceless conglomerate.

First of all, if you're setting up a new company, you want to try to find a brand that can work on a global basis.

I never learned the rules in the first place. To change the game is at the heart of what Virgin stands for, so the company culture has always been: "Don't sweat it: rules were meant to be broken."

Innovation happens when people are given the freedom to ask questions and the resources and power to find the answers.

By nature I am curious about life, and this extends to my business.

In times of recession there are massive opportunities and fortunes to be made, so for new up and coming entrepreneurs, this is the time to go and start a business.

And in the process, we have come up with fuels - algae-based fuels, isobutanol-based fuels and other fuels - that we think will power the planes in the future so that, you know, by 2020 I hope that our planes will be powered on fuels that are clean fuels and are not polluting the environment so that we'll have a green airline and an airline that actually has fuels that will be hopefully cheaper than the dirty fuels of the past. So [we're] doing good and also turning a profit at the same time.