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One of our goals is to figure out ways of diversifying where we are.

Second, we have to make the most of the strengths we have, the amenities that many of our competitors cannot replicate. But again, those advantages won't mean much if we don't do a great job with the basics of our business.

Our real focus is going to be what can we do with our existing capacities, what new things can we do, and how much more demand can we fulfil with our existing capacities.

We believe in some basic human principles - everyone should have the opportunities not just to survive, but to excel with their God-given talents and abilities. Those are the values that should be reflected in our budgets.

It's the uncertainty, the challenge and the willingness to put it all on the line that draws a lot of people to climb mountains. That can also apply to a lot of other challenges in life, whether it's running for office, starting a family, going to grad school or taking all of your cash and assets and starting a business.

There are obviously peaks and valleys in everyone's career. This business can be a roller-coaster ride, and it's really hard to stay on top all the time. Very few people do.

In the industrial world we have the problem of having more productive capacity than we know what to do with. That's at the root of the unemployment crisis: we've got so productive at making things, we don't require people to be involved in making the basics of life any more. Or nearly as many people.

The very first step to building wealth is to spend less than you make.

If we don't invest now in so-called priority neighbourhoods with music classes, athletic facilities, and skills training and mentoring, we will all pay more in the long run.