Do you have a big visionary master plan for how the world will work in twenty years? Do you have massive ambitions to revolutionize your industry? Don’t feel bad if you don’t. I never did. A year and a half after starting CD Baby, it was just me and John, my first employee, running it out of my house. One night, I decided I should think more about the long-term future of this thing. I sat with my diary for a few hours of introspection. Afterwards, I wrote John an email that went like this: “I think there’s a chance that this thing might be huge one day, so we better start preparing for that now. I mean some day, we might have a thousand artists. We might need a third employee! We’d need three computers, and need to figure out how to network them together. We might even need to start moving CDs into the garage, since eventually they might fill up the living room. Yes, I know it sounds grandiose, but I think things are headed that way.” Years later, after I had 100,000 artists and 85 employees, John would often get a good laugh out of this letter I sent him in 1999. Journalists would ask, “What’s your long-term goal?” I’d say, “I don’t have one. I surpassed my goals long ago. I’m just trying to help musicians with whatever they need today.” So please don’t think you need a huge vision. Just stay focused on helping people today.

So we'd say things like, let's agree that you're going to sell 57 widgets per week. If you sell them by Wednesday, please go to the beach. Don't create a problem for us, for manufacturing, for application, then we have to buy new companies, we have to buy our competitors, we have to do all kinds of things because you sold too many widgets. So go to the beach and start again on Monday.

Any lasting relationship needs non-negotiables. We made the decision early on never to be apart for longer than two weeks: 26 years married and we’ve only broken that rule once, by 11 hours, when my wife was in Sleepy Hollow. If I ever meet [director] Tim Burton, I’ll be having words.

Charlie and I decided long ago that in an investment lifetime it's just too hard to make hundreds of smart decisions. That judgment became ever more compelling as Berkshire's capital mushroomed and the universe of investments that could significantly affect our results shrank dramatically. Therefore, we adopted a strategy that required our being smart - and not too smart at that - only a very few times. Indeed, we'll now settle for one good idea a year. (Charlie says it's my turn.)

The truth is that the actresses supposedly have to get operated on and go through cosmetic surgery.

I think they have no duty. But we do have the opportunity, not to change the world, but to make people think differently.

I just want to go on walking, you know? I like to continue my work of movies and just go on with the capacity and opportunity to do exactly what I want. To stay free.

Very often I do a first [draft] and I give it to friends. I ask them to read it, to give me their suggestions; what they think, what they understand, what works or not for them. I work again and again, and I don’t stop working until the shoot. And very often during the shoot, I change the script.

Not always. Actually I like to do movies but I’m quite bored with all the work around. All the promotion. Actually, when you’re successful, all this work around is quite difficult. But, I have to deal with that.

But I need to show my work during the process. In the editing room, very often I invite friends and I do some test screenings with friends or people I know: editors, journalists sometimes. I ask them, Is it boring? Is it too long? What do you think?