It's such a long season, right? It's certainly serious business, but it's no sense that we all have to be miserable doing it.

I think a lot of personnel decisions come down to who's the best player today, like if we had to throw 'em in a game today versus what could their upside be 18 months from now. A lot of times, those are two different answers. That's the difficulty of player personnel.

I'm getting older and mellower in my old age.

I think it's all machismo - 'Come on, you've got to guard your guy, man. If you can't guard your guy, then you can't play defence.' A lot of it is accountability, where you say, 'Hey, you're matched up with him. Go do your job.' The zone kind of sometimes moves a lot of pieces around.

Obviously, things evolve; teams see you play a little bit and start try to do things, and the one thing that'll happen is if one team has success in something, you can bet the next three teams are doing some similar things, too.

The game's evolving quickly, man, and somebody's gotta be trying some new stuff.

At some point in your life, you try to self-reflect and ask yourself, 'Why do I want to win so bad?'

Don't let people take you ahead of where you are at.

We want to always play with pace on offence.

Fifty-nine or 54 or 52 or 49 wins isn't going to mean a whole lot. What's going to mean a whole lot to me, our organization, and our fans is how we perform in the playoffs and how deep a run we can make, and that's what we're setting our sights on.

I've always been like that: after a loss, I go home and pass out and don't give it another thought. When I'm winning, I'm too excited.

I place a lot of value on pace of the game, going after people... always be the aggressor and forcing the issue a little bit when we have the ball, and when we don't have it, we want to come at you, too.

For every philosophical idea about how we're going to do things, there has to be a plan to get there, and we have to be able to execute it, first in practice and then in games.

I think if you're going to be a little bit innovative or risk-taking, sometimes you're going to be wrong, and it's going to look bad. I understand that.

That's your worry as a head coach: Are you going to go in there, give them everything you've got, and are they going to respond?

Your big has to be able to make 'em pay from the perimeter.

I've had a lot of really good preparation. I've coached a lot of games around the world.

I worked at chemistry and developing a style of play on both sides of the ball and studied success and winning.

I've got way more attention than I ever needed or wanted.

It's not like I'm shy or anything. I'm not.

The Energy job was probably the key. It kind of transitioned me back into the States. It gave me a link to the NBA. And I got to make some contacts and meet some players and get players set up and learn the NBA game and terminology and coaching those type of players. It was certainly a huge, huge key to getting to the NBA.

When I started coaching, I wanted to find out quickly if I could do it.

I started at Grand View and all the England stuff. I just wanted to learn and get better, and that's kind of what the experiences were.

I didn't think reaching the NBA was a possibility when I coached Derby in 1990. I was right out of college when I went there and was more concerned about playing a bit and getting that out of my system.

I know the 'big spending club v. smaller club' theme is popular in the Premier League. I don't think about it - we are 30 teams trying to win the championship, and you do what you need to do.

I would want to start. I want to run out there in front of 20,000 people and get my name announced. I get it. I get that.

Try to put our guys in different positions, try some different combinations, et cetera, to prepare us for the playoffs, which is what matters.

Hindsight is, of course, 20/20. Any time you go back, and you look at something, and now you've got the result of something, you say, 'Yeah, maybe it wasn't the right idea.'

You've got to coach with what you have and who's available.

I read a couple books on democratic coaching.

I love jazz and blues, where there's a structure, but a lot of the cool stuff is veering off the page and playing.

One of the things I like to do is let the players play and the coaches coach.

I think I'm always a little bit under construction. I'm a project that I'm trying to improve upon.

I like to play aggressive, in general.

I still say, to this day, I could not guard Nigel Lloyd.

When I came back to England after my stint with Derby in 1995, I really wanted more time to study coaching.

GoPro lets people take other people along for the ride with them.

Viral word-of-mouth marketing for GoPro is massive. Video is really the conduit.

A smartphone is a mobile computer in your pocket.

People don't go buy GoPro for the thing; they buy it for what the thing does.

People are watching GoPro content not to decide whether they should buy it or not - they're watching it for the entertainment.

I come into work late morning time and go at it until early evening, and I'm lucky that I'm at the point where I'm able to do that.

Dedicating myself to actually following through was my single biggest achievement.

To get GoPro started, I moved back in with my parents and went to work seven days a week, 20 hours a day. I wrote off my personal life to make headway on it.

My friends used to tease me 'cause I'd wear a CamelBak while I was working so I wouldn't have to get up if I was thirsty.

In France, a hip replacement was captured using two GoPros in a stereoscopic 3D arrangement. Students can watch the surgery using a virtual reality headset.

Bootstrapping allows you total creative freedom. For example, if you decide to approach your business in a certain way that makes it a two- or three-year process to get to your first product, you can do that, versus being rushed into it by investors.

I think that that's something that's pretty interesting about a GoPro - it's the one camera that we know of that you can combine with like cameras to form new cameras. So it's a bit of a modular system.

In the early years, I would say GoPro's products were not that impressive.

Keeping people fired up starts with having a really clear vision for what the company is aiming to do.