I think chess — actually, a number of things that I learned when I was young — it wasn't so much the chess itself; it was the skills that you were training while you were playing chess. So problem-solving, imagination, creative thinking, strategic thinking, all of these things — if you play chess to a high level, what you're really honing is those meta-skills. And I realized from quite young, that's one of the reasons I liked chess was this is a great practice for me to get good — sort of like a mental gym, if you like — to get really good at those other skills, which you could then translate to all sorts of other subjects like science or business.

No, because I started working on ribosomes when I was a post doc, in 1978, when it would have been impossible, really, to solve it. But, it was just a fundamental problem in biology. And we felt, no matter, anything we do to chip away at the problem would be useful. So it was more that that attracted me. And I think the fact that it was large and kind of difficult to come to grips with, yes, it was attractive. Really what was attractive was that it was a fundamental problem.

Amos and I shared the wonder of together owning a goose that could lay golden eggs – a joint mind that was better than our separate minds. … Some of the greatest joys of our collaboration-and probably much of its success – came from our ability to elaborate each other's nascent thoughts: if I expressed a half-formed idea, I knew that Amos would be there to understand it, probably more clearly than I did, and that if it had merit he would see it. Like most people, I am somewhat cautious about exposing tentative thoughts to others – I must first make sure that they are not idiotic. In the best years of the collaboration, this caution was completely absent.

But from day one, I really wanted to build the kind of company my father never got a chance to work for. A company that honors and respects the dignity of work and the dignity of all men and all women. And that is why we became the first company in all of America to provide comprehensive health insurance 30 years ahead of the affordable care act, as well as ownership in the form of stock options for all of our employees, including part-time people because it is my firm belief that success in business and in life is best when it's shared.

One option was to sell Patagonia and donate all the money. But we couldn't be sure a new owner would maintain our values or keep our team of people around the world employed. Another path was to take the company public. What a disaster that would have been. Even public companies with good intentions are under too much pressure to create short-term gain at the expense of long-term vitality and responsibility. Truth be told, there were no good options available. So, we created our own.