Naveen Jain

As a young boy growing up in rural India, most of what I knew of the world was what I could see around me. But each night, I would look at the Moon - it was impossibly far away, yet it held a special attraction because it allowed me to dream beyond my village and country, and think about the rest of the world and space.

Growing up in India, I knew all I needed to change the world was one good opportunity, and I prepared myself for it. When that opportunity came - in the form of the chance to earn an engineering degree - I was ready.

There is no longer a doubt that women are just as competent as men. Gender differences are guided by nurture, as society treats boys and girls differently from an early age.

Clearly, we are not programmed at birth to behave a certain way based on our gender. Instead, we are trained throughout our lives to conform to our gender norms.

My children have been learning lessons about entrepreneurship since they were in kindergarten, and these lessons are paying off: even though they are only 22, 18, and 15, they have already collectively launched three nonprofit organizations and several new businesses.

Entrepreneurial Philanthropy is not just a philosophy or a dream. It is a promise that philanthropy is at its best when it is founded on entrepreneurial zest and agility.

Humans have always used our intelligence and creativity to improve our existence. After all, we invented the wheel, discovered how to make fire, invented the printing press and found a vaccine for polio.

True philanthropy requires a disruptive mindset, innovative thinking and a philosophy driven by entrepreneurial insights and creative opportunities.

I have absolutely no idea about space exploration. I'm a software guy. But because I'm a non-expert, I've been able to bring the software concept of modularity into the space sector, which was never done before.

I believe we need a more opportunistic and democratic approach to lunar exploration, now that we're shifting from U.S. government-sponsored space exploration to private expeditions.

If we want to impact hundreds - or millions - of people, we have to do things differently. If we look at the problem as an infrastructural problem, we cannot make an impact because it requires a lot of effort. But when we convert this problem into a knowledge problem, suddenly the problem is manageable.

Success doesn't necessarily come from breakthrough innovation but from flawless execution. A great strategy alone won't win a game or a battle; the win comes from basic blocking and tackling.