The one thing I’ll always hold my head up high about is that 32 years later, it’s been quite a ride – it’s been a pretty pure ride, a pretty honest ride, a pretty straight ride – we haven’t done things for ulterior motives or tried to do things for commercial gains or for this or for that, so I feel pretty proud of all of it.

I am fortunate enough to be able to serve the Indian team for 20 years, able to contribute a little bit from my side, whatever way I was able to, with a lot of honesty and dedication. Wearing the India jersey, walking out of the dressing room and singing the national anthem at the center... those will always be the proudest moments of my career. Always enjoyed that,

I'm most proud of maintaining my sense of identity, you know, because I had a lot of success, and the whole whirlwind sort of happened during very formative years for me,

I have always thought of him as the leader in all of this so … but I take great pride in him because he was my PhD student so I take a lot of pride in having sort of at an early stage influenced him, and in this whole field of market design and auction design. This of course, by the way, is the third of my students who’ve won Nobel Prizes.

They were the great architects who have gone before. So they were architects like Le Corbusier, Frank Lloyd Wright. Of course, they were alive at the time that I was studying. But there were also, for me, not just buildings.

I think it’s a combination of being a good listener, trying to understand what lies beneath the surface. And I mean that in the most literal sense.  It could be a cultural institution. It could be an enterprise. It could be a site. It could be the culture of feng shui in an Asian society. The things that you can measure and the things that you can’t measure. And it’s about drawing on the best of diverse skills, the reality that an architect cannot design and realize a building independent of engineers, skilled engineers, structural engineers, environmental engineers. So for me, it’s about harnessing the creative energies. It’s not about designing a building and handing it out and saying, “You make it stand up. You make it warm. You make it cool.” It’s about getting those skills in unison.  The analogy is perhaps a round table, which is non-hierarchical. That doesn’t mean to say that you don’t have strong leadership. Obviously, you have to have that; otherwise, it’s designed by committee. So it’s answering the material needs and providing an element of surprise, something that perhaps nobody believed might be possible to add. And it’s not about money. Quality is an attitude of mind. It’s not about how much you spend. It’s about how wisely you spend. You’ve really got three ingredients. You’ve got material resources, money; you’ve got time, and in many cases, time is money; and you’ve got creative energy. And it’s the creative energy that is going to make the difference in terms of those other ingredients.