When I feel risk-averse, I am much more likely to surround myself with middle-aged, professional, southern females; I just am.

I never really considered myself much of a feminist until I left Wall Street. I did all the right things - such as put together gender-diverse teams - but feminism wasn't deep in my bones.

Knowing your customer inside and out is mission-critical, and it takes time. It's impossible to hit on the insights that will ultimately decide your company's fate without putting them to the test - literally - even if that takes longer than you'd have liked.

I make it a priority to keep in touch with people with whom I've worked in the past. And I'm fortunate, because I've worked with some terrific folks.

Corporate executives and business owners need to realize that there can be no compromise when it comes to ethics, and there are no easy shortcuts to success. Ethics need to be carefully sown into the fabric of their companies.

The owner or president is the person who controls the club. The coach's job is to keep him happy. But the key to success, as a manager, is your relationship with the players. Important clubs and important players succeed when the environment is correct. The players must enjoy their work and feel free to express their talents.

Zefr has all the ingredients for success - dynamic, inspiring management, the ability to marry technology and content, and a business model that can scale. I'm thrilled to be part of the team.

The poverty of a man of benevolence is not to be considered as poverty but only as his temporary inability to exercise his inherent duty.