emily: you take a nap every day. aaron: i do. emily: what is this, spain?aron: you forgot the three vacations i take every year. emily: but really, if you take a nap and work more in the evening. tell me about that. aaron: it is the best practice -- right around 7:00 p.m. or so -- you take a 25 minute power nap and you wake up fully recharged and that lasts for about another five hours. that is me time. that is when i design what we are going to do next. what are we behind on? what do we need to start thinking about? that is when everybody gets inundated by e-mails from me. emily: you have a diary? like a personal, aaron levie only diary. aaron: the range of different industries and what you have to learn about is very vast. you have to keep track of that somewhere. emily: this is something only you see? aaron: yes, i would not want you to see it. so these are sort of my personal things. emily: how big is box? aaron: we have 1100 employees. we have 240,000 businesses that actively use the product. about 39,000 companies are paying for our enterprise edition

emily: loopt. when you stepped down, there were certainly people out there who said he is not cut out to be you. paul: it is a good thing he's ot cut out to be me, because i was not cut out to run something as big as y combinator is now. he is better than me at this. emily: come on, jessica. paul: i was good to giving advice to founders. emily: is sam going to be better than pg? jessica: well, they're going to be different. sam brings a lot of things to the table that neither of us had. which is this amazing amount of energy and patience that is needed to broker deals with investors. y combinator is doing a lot of different things as a result. emily: i want to talk a little bit about each of you and where you came from. where you grew up. your parents. paul: my family came here from england when i was 3 1/2. and we lived in pittsburgh, because my father worked in the nuclear business. when you designed a nuclear reactor, he was the one who would figure out if it was going to explode. emily: so what

emily: what kind of kid were you? paul: i was a bad kid. emily: what did you do? paul: i was always, always getting in trouble with everybody, constantly. i was suspended from school i think at least once every year from like first grade to 12th grade. emily: and you got into computers. did that help? paul: they didn't teach computers in school. it was something you did on the side. emily: when did you start coding? paul: i think when i was 15. on an ibm 1401 with 12k of memory. emily: you got your degree from harvard. and you took art. paul: i never knew what i was going to do. it was always a mess of random accidents. emily: jessica, what about you? jessica: i grew up outside of boston, and i was an angel. [laughter] i grew up with my father and my grandmother, his mother. i lived a very happy childhood and friends wanted to play with me. i knew i liked to write, but i had no idea what i wanted to be or what i wanted to do. emily: you ultimately ended up at a boutique investment bank. did you ever learn to code? jessica: i'm not technical in the least. someday w

emily: can you sing? scooter: until about puberty. emily: can you dance?cooter: my first job ever was dancing at bar mitzvahs and weddings on the weekends for $150. emily: how about playing an instrument? scooter: my instrument was always, kind of, my ear. i knew what songs to play to make the audience move at the right time. emily: one of the values of your company is have a superhuman work ethic. what's the origin of that? scooter: i think originally it actually came from guilt. my grandparents were holocaust survivors, and my parents did not grow up with a lot, really nothing. knowing i was the first generation to have a little bit of something, i wanted to not receive anything and i wanted to work harder than everyone to make my own mark in the world. emily: you went to college, but school did not really suit you, it seems. scooter: yeah, i went to emory university in atlanta. i just found myself wanting to do business, wanting to not sit in class. unfortunately, i started selling fake ids for about two months there. and then i realized i was going to

emily: great to have you. ♪ emily: he is known as tech's turnaround guy.berry ceo john chen has spent more than 30 years working in enterprise technology. famously taking the enterprise software maker sybase from the verge of death to $5.8 billion powerhouse. now he has taken on what some say is an impossible job leading blackberry's comeback. can he prove them wrong? and just how did he become the tech industry's fixer? my guest is today on "studio 1.0" is blackberry ceo john chen. john, thank you so much for joining us. john: thank you for having me. emily: even though you're running blackberry in canada the bay area is where you call home. john: yes. emily: you technically live here. john: i live here. my family lives here. so i live all around. yes, it is our headquarters in waterloo, canada. emily: how much time do you spend here versus waterloo? john: i try to spend about a week a month in waterloo. we still have 5,000, 6,000 people over there in canada, between waterloo and mississauga and ottawa. we are building a site here in silicon valley. so th

emily: short lived. if amazon came to you and said we wanted to give you season three, like we did with "arrested development," would you do it? aaron: i would. you just happened to name all the right elements. from time to time i think about not so much doing the third season of "sports night" but doing "sports night" again. taking the exact same premise, behind the scenes at an espn type place and doing it again. emily: have you pitched it? aaron: no, i just did. this is the first time i have said it out loud. i just pitched it to you. emily: we will let the networks know. should traditional networks be worried? aaron: i would not want to paint them all with the same brush. i think there are some very good things on network tv, but i think that people just don't watch tv the same anymore. this generation, abc, nbc, cbs, just doesn't mean anything. i take anywhere from six to eight showers a day. i am not exaggerating. i'm not a germophobe. it has nothing to do with germs. ♪ emily: you were born in new

emily: short lived. if amazon came to you and said we wanted to give you season three, like we did with "arrested development," would you do it? aaron: i would. you just happened to name all the right elements. from time to time i think about not so much doing the third season of "sports night" but doing "sports night" again. taking the exact same premise, behind the scenes at an espn type place and doing it again. emily: have you pitched it? aaron: no, i just did. this is the first time i have said it out loud. i just pitched it to you. emily: we will let the networks know. should traditional networks be worried? aaron: i would not want to paint them all with the same brush. i think there are some very good things on network tv, but i think that people just don't watch tv the same anymore. this generation, abc, nbc, cbs, just doesn't mean anything. i take anywhere from six to eight showers a day. i am not exaggerating. i'm not a germophobe. it has nothing to do with germs. ♪ emily: you were born in new

emily: so paul h

emily: like what?alcolm: there are many cases where you have a responsibility as a thinking person to constantly revisit and revise what you believe. the minute you are unwilling to contradict things you've believed in the past, you've ceased to be a thinking person. emily: would you rewrite all of the books if you could? malcolm: yeah, sure, if i had the leisure, i would absolutely go back and revisit and reshape and reargue things because we know so much more. emily: has your life adapted based on some of the conclusions that you've drawn? malcolm: a little bit. i was so impressed while writing "blink" about the potential for bias and dysfunction in our snap judgment that i very actively try to question my first impression of things. when i meet people, the conclusions i draw about them, spending time to understand people's behavior from their perspective. emily: one of your chapters that has had great impact is from "outliers," where you present a study of canadian hockey players and the oldest play

emily: it's great to have you. it's no pressure to write an intro for one of the most famous writers in the world, by the way. aaron: it's a nice intro. i appreciate it. emily: thank you. you just wrapped the last, the third and final season of "the newsroom." how do you feel? aaron: i feel great. this third season i think is the best of the three by far. i think it took me a while to learn how to write the show. it started to feel good in the third season. emily: talk to me about that process. aaron: i love series television. but the thing about it is that the schedule is ferocious and you have no time. so the worst part about it is that you have to write even when you're not writing well. and then you have to point a camera at it, and then you have to broadcast it to a lot of people. emily: "newsroom" has had its share of fanatical fans and also its share of critics. how do you deal with that? aaron: what i write is not going to be everybody's cup of tea. you learn that pretty early on and you're doing the show f

emily: what is next for marc benioff?c: one thing, there will be a lot more philanthropy and giving. we've built these two great children's hospitals with oakland and san francisco. then, i would love to spend more time with entrepreneurs and with philanthropy. both of those are highly constrained because i have a day job, which is running salesforce. i love that. i love the job, i love the industry, i love making the people behind me happy. that's why they come to dreamforce. emily: we have spoken about your mentors. how does marc benioff want to be remembered? marc: well, if i leave anything behind, it's not just cloud computing or the democratization of enterprise software. the true joy of life comes through giving. you can be in business, you can be a ceo and have a great company, and that can be one of the greatest vehicles for giving that you ever have. use that platform to give back, and you are going to not just have great success, but you are ♪ emily: it has been called the harvard of silicon valley. y combinator

♪ emily: founder, ceo, mad scientist.ax levchin is one of silicon valley's most iconic and serial entrepreneurs. he has played a role in some of tech's biggest successes, from paypal to yahoo! to yelp. today, you can find him in his innovation lab, tackling issues like fertility, health care, and banking. but many years ago, max levchin had no country to call home. he fled the soviet union, and ever the entrepreneur, built a new life in america. joining me today on "studio 1.0" is paypal co-founder and affirm ceo, max levchin. max, thanks so much for joining us. max: thank you for inviting me. emily: you were born in the ukraine. how much of a connection do you still feel to the people and the country? max: anytime i am told that -- oh, you are russian, i know you are, i feel the need to say, no, actually, i am a jew who was born in the ukraine. it is still a part of what defined me -- what defines me. i haven't been back in a long time. on occasion, i miss it. emily: what do you miss? max: the people are very genuine. th

emily: even

emily: salesforce has been a big buyer.ow do you continue to buy companies without losing focus or getting bloated? marc: acquisitions are hard no matter who you are. i can tell you firsthand after doing 25 acquisitions over the last five years, acquisitions are hard. but you can transform your company through acquisitions. they bring incredible people into your company, and if you can nurture them, you can get results. emily: what are the challenges when you buy another big company? marc: the number one thing is that, as a ceo, you have to choose what you will be in. i only have so much time. where i spend my time is super important. i kind of divide my time into four quadrants. in a certain quadrant, my transformation quadrant, that is where i spend the majority of my time. the things that, if i do not do them, they will not get done. there will be other things, around operating the business, nurturing things that are coming two or five years from now or things around the efficiency of the business, that i do not have to

emily: great to have you. ♪ ♪ emily: he is known as tech's turnaround guy.ent more than 30 years working in enterprise technology. famously taking the enterprise software maker sybase from the verge of death to $5.8 billion powerhouse. now he has taken on what some say is an impossible job leading blackberry's comeback. can he prove them wrong? and just how did he become the tech industry's fixer? my guest is today on "studio 1.0" is blackberry ceo john chen. john, thank you so much for

emily: in one year. marc: thank you. emily: which is more than all three founders of twitter combined. marc: yes. that is true. emily: since twitter started, by the way. marc: i really think the stock in the company should be rebalanced. [laughter] emily: we are going to reference some of your tweets throughout this conversation, and i wanted to start with this one, given the anniversary of netscape. this is true, when i came to silicon valley in 1994, i thought i had missed all the opportunity, fun, and excitement. it felt post-apocalyptic. when did you realize you were wrong? marc: it really took the internet taking off. silicon valley had been on fire in the late 1970's and 1980's with the pc, and with software, with companies like oracle taking off, and microsoft, adobe, and apple, and all these local companies. and then the valley crashed really hard in the late 1980's. what i learned is, the talent, the latent talent, the number of people in the valley who were talented and qualified and skilled, who had been throu

♪ emily: by now, you know his story.he kid who started the social network in his harvard dorm room, grew it to 1.4 billion users, and became one of the wealthiest men in the world. but mark zuckerberg may not be done changing the world just yet. since taking facebook public, his bets have only gotten bigger. spending billions expanding his empire into photos, messaging, even virtual reality. internet.org may be his most audicious bet yet. featuring an epic battle with google, drones, lasers, and stratospheric hot air balloons, to bring the internet to the farthest corners of the earth and win billions of new users in the process. our guest today on this special edition of "studio 1.0" is facebook founder and ceo mark zuckerberg. so first of all, you are a year and a half into this now. tell me your vision. and tell me what inspired you to do this. mark: when people are connected, we can just do some great things. we have the opportunity to get access to jobs, education, health, new kinds of communication. we bring people