I like to break up days and structure them. You have breakfast, work for two hours on a project, check your emails, work on another project for another two hours and then lunch. Your day has to be a measurable process, in order to minimize aimless drifting. Of course, you can have some days on automatic pilot, and there’s nothing wrong with drifting in and of itself. But you can’t do that every day—you’ll never get anywhere.

I gained a humility that I needed in order to balance my audacity. I wanted to find the smartest people who would disagree with me to try to understand their perspective or to have them stress test my perspective. I wanted to make an idea meritocracy. In other words, not an autocracy in which I would lead and others would follow and not a democracy in which everybody's points of view were equally valued, but I wanted to have an idea meritocracy in which the best ideas would win out.

I just finished reading BJ Fogg's new book, Tiny Habits: The Small Changes That Change Everything. Fogg explains that the best way to build a new habit is to start small and succeed, rather than starting too big and giving up. For example, rather than trying to exercise for 30 minutes a day, he recommends aspiring to do just one push-up, and doing it consistently. This approach may be helpful to those of you who want to spend more time studying. If you hold yourself accountable for watching, say, 10 seconds of an educational video every day — and you do so consistently — the habit of studying daily will grow naturally.

The reason why so many vivid, undeniably convincing characters in novels, films and plays so often failed to touch me was because these characters didn’t connect to any of the other characters in an interesting human relationship. And immediately, this next thought came regarding my own work: What if I stopped worrying about my characters and worried instead about my relationships?

And all the while I was growing up, of course, there were just constant conversations about money and money being tight and how are we going to make ends meet and sometimes not having enough money. And it really just made me committed to living a life with much more financial security.

I literally said to them - all of our faces were on the - in the boxes on Zoom. And I welled up. And I said, oh my God, this is my dream. This is what I want - I've wanted to see my whole life of working at Ariel and all the things we've built, and making sure we all have a shot at this - narrowing this wealth gap, and putting our stamp on the industry and society.

So I started with this idea of could we do private equity totally differently than had been done? One of the major features of what we do is something called demand aggregation, where we go to corporations and what we call the CPO, the purchasing officers of those - chief purchasing officers. We developed a council of Fortune 500 companies.

I could be strong and not tough. I could be kind without being soft. ... But in that moment, that olive branch of kindness was actually one that became a physical hug, and I think it taught me and the room a lot. And I said: You know what? I think this is an advantage.

I remember the day. It was just such a big day. It happened to be the same day that I got to be on the cover of Forbes. And I remember just being so overwhelmed by the opportunity that we had at hand, that we had closed this $1.45 billion fund - first time - probably in the top five of first-time funds ever that had been closed.

We cannot afford to be color blind. We have to be color brave. We have to be willing, as teachers and parents and entrepreneurs and scientists, we have to be willing to have proactive conversations about race with honesty and understanding and courage, not because it's the right thing to do, but because it's the smart thing to do, because our businesses and our products and our science, our research, all of that will be better with greater diversity.