We, we - as I say, we go in and shake up other industries and I think, you know, we do it differently and I think that industries are not quite the same as a result of Virgin attacking the market.

As people's access to the internet grows we're seeing the sharing economy boom - I think our obsession with ownership is at a tipping point and the sharing economy is part of the antidote for that.

I don't think so, in that Virgin is already a global brand. Brands like Amazon have had to spend hundreds of millions of pounds you know, building their brands, whereas Virgin is already well-known around the world.

Always think, 'what's the worst that can happen' and have some kind of strategy to deal with it

You know I think if the people who work for a business are proud of the business they work for, they'll work that much harder, and therefore, I think turning your business into a real force for good is good business sense as well.

I think business needs to have a heart and to have a heart a company must be more than just a moneymaking machine.

Look, I think that when we started Virgin Atlantic 30 years ago, we had one 747 competing with the airlines that had an average of 300 planes each. Every single one of those have gone bankrupt because they didn't have customer service. They had might, but they didn't have customer service, so customer service is everything in the end.

I think that being a business a leader that treads all over people to get to the top is actually not the way I think to become a successful business leader.

I think it's quite great to set yourself a big challenge and then you've got another reason for keeping fit.