But part of practicing to me is actually an active enjoyment. When people ask, “How much do you practice and do you like practice?” Well, I think it’s always getting your mind to go from “I should” to “I want.” It’s like the magic button that only you can locate. When you’re doing the “should” thing, time happens very slowly. Ugh, I’ve been practicing forever! Fifteen minutes. But when you want to do something, an hour has passed. Your control of time depends on whether you should do something or whether you want to do something.

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.

You see, soccer didn't make me who I was. I brought who I was to soccer, and I get to bring who I am wherever I go. And guess what? So do you.

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.

I really appreciate the fact, and I constantly tell Reverend Jackson and Reverend Sharpton that I appreciate the fact that they're fighting for us, because I am an accident of birth.

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.

That moving a lot really committed me to stability and committed me to ... being in control of my destiny. That was something that was very important to me. And it also made me very conservative about money.

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.