In less than a year Revolution has gone from being a concept to a reality, with three rapidly growing sector companies, overseeing a dozen acquired firms that collectively employ more than 2,500 people. But we're just scratching the surface in terms of the potential to build Revolution into a new kind of company that gives consumers more choice, control and convenience in the important aspects of their lives.

[On swinging for the fences] Ultimately, you have the potential to build a significant business with the potential to have a positive impact on millions of people's lives.

If you really got the right people, and you've got them working together as a team, whether it's in business, whether it's in science, whether it's in politics, you can make a big difference.

For better or worse, that is true with any new innovation, certainly any new technological innovation. There's many good things that come out of it, but also some bad things. All you can do is try to maximize the good stuff and minimize the bad stuff.

When I was trying to popularize the concept of the Internet - ten or 15 years ago - I came up with this concept of "the 5 Cs." Services needed to have content, context, community, commerce, and connectivity. After that, when I was trying to think of what the key management principles were to build into the culture, I started talking about the Ps. The P's were things like passion, perseverance, perspective and people. I think the people aspect is really the most important one.

You're not just trying to do something marginally, incrementally better. You're doing something that is a fundamental paradigm shift, that will have exponential impact. That means it's harder to do, but ultimately, if it's successful, the impact it has is far greater.

Nowadays people seem to switch schools, either because they have to, and certain schools only serve certain grades, or because they move to a different place or have some particular interest, but I was in the same school for 13 years