I believe that rather than it being a case of humans versus machines, the future of financial advice more likely lies somewhere in between, where human advisors leverage artificial intelligence and automation to become smarter and more efficient at doing their jobs.

Looking back at my first job, even when I was asked to do something seemingly menial, unglamorous, or very difficult, I always went all-in. In my most trying moments with managers I liked the least, I did not give up, complain, or slack off.

There is, in fact, nothing easy about being an entrepreneur.

Technologies and specific vendors may come and go, but massive cultural transformations and new kinds of relationships? Those don't go away.

For folks in Washington to believe that they are smart enough to pick the next energy technology is, in my judgment, the height of arrogance. For me or any of my peers to pick energy-technology X as the solution to solving America's energy problems is just a fool's errand.

One of the challenges I think we have is people feel like the act of governance is a zero sum game. 'Whatever I get, you're not getting.' Changing that dynamic is going to be critically important for me as a leader, so that people don't feel they're pitted against each other.

Writing on a computer makes saving what's been written too easy. Pretentious lead sentences are kept, not tossed. Instead of sitting surrounded by crumpled paper, the computerized writer has his mistakes neatly stored in digital memory.

I tend to not discriminate when it comes to people I can learn from. Basically, if someone has built a meaningful business in software, technology or media, faced disruption and adversity, and overcame underdog status, I want to know how they did it.