I've always thought of myself as an 80 percenter. I like to throw myself passionately into a sport or activity until I reach about an 80 percent proficiency level. To go beyond that requires an obsession that doesn't appeal to me. Once I reach 80 percent level I like to go off and do something totally different; that probably explains the diversity of the Patagonia product like - and why our versatile, multifaceted clothes are the most successful.

Growth isn't central at all, because I'm trying to run this company as if it's going to be here a hundred years from now. And if you take where we are today and add 15% growth, like public companies need to have for their stock to stay up in value, I'd be a multi-trillion-dollar company in 40 years. Which is impossible, of course.

But I'm really trying to run this company like it is going to be here a hundred years from now. That's what's important.

Once you educate yourself, you're left with choices.

I drive old cars, all my Patagonia clothes are years and years old, I hardly have anything new. I try to lead a very simple life. I am not a consumer of anything. And I much prefer sleeping on somebody's floor than in a motel room.

The rules of the game must be constantly updated to keep up with the expanding technology. Otherwise we overkill the classic climbs and delude ourselves into thinking we are better climbers than the pioneers.

Mainly, my job is to be on the outside and bring ideas into the company and forge change. Most people hate change—it’s threatening. I thrive on it.