We've always been modestly leveraged, and we've never believed in a great deal of leverage on either our private equity business or on our investment banking business. And I think it really goes back to my uncle and dad growing up in the Depression and just seeing what happened to people who were overly levered.

It's difficult to make your clients understand that there are certain days that the market will go up or down 2%, and it's basically driven by algorithms talking to algorithms. There's no real rhyme or reason for that. So it's difficult. We just try to preach long-term investing and staying the course.

What we prefer to do is operate our investment bank in a way that is like what investment banks used to be, which is a middle man - someone who is here to match people who need capital with people who have capital - and not position ourselves at the center of that by taking big positions on a trading stance.

Underwriting is probably the smallest part of our business.

In Modiji, we have given India a 'mazboot' leader under whom India has emerged among the top economies.

I suppose leadership at one time meant muscles; but today it means getting along with people.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

Rather than engineering our economies solely to maximise GDP, Africa's business and political leaders must build economies explicitly designed to end poverty and inequality.