I’m glad now I did it. It took up all my middle years. I started it in 1972, and I published it in 1988, and my middle years all went into it, but I am glad I put them into it. Otherwise I’d have just been writing newspaper stories. It’s a worthy profession. It’s a good profession, but the newspaper, after it’s published, is something to wrap the fodder in the next day. ... A book sits on the shelf, and I really wanted to do this. I’m glad that I had done it.

I never wanted to be a businessman. I started as a craftsman, making climbing gear for my friends and myself, then got into apparel. As we began to witness the extent of global warming and ecological destruction, and our own contribution to it, Patagonia committed to using our company to change the way business was done. If we could do the right thing while making enough to pay the bills, we could influence customers and other businesses, and maybe change the system along the way.

And also I have to say this is also part of the reason why I approached Jennifer Doudna, also, you know, we were very much in line in the way to do very precise research. It was not … it was fast but precise, and deep. For this we recognised one another – we are the same type of scientist who, you know, want to see the details of the data.

My science family came from all over the world, and members were of varied backgrounds, cultures, and abilities. The diversity in this "small world" I worked in daily provided the most stimulating environment, with many challenges and much optimism. Over the years, my research group has had close to 150 graduate students, postdoctoral fellows, and visiting associates. Many of them are now in leading academic, industrial and governmental positions. Working with such minds in a village of science has been the most rewarding experience – Caltech was the right place for me.

But in 2007, the music stopped. We had lost sight of our shared purpose and our guiding principles, in which growth and success began to cover up mistakes and a disease set into Starbucks. That disease, hubris. We lost our way and believe it or not, we almost lost the entire company.