Jung talks about one of the biggest challenges in the growth phase of a startup. Releasing and disseminating control is very essential for scaling companies. He explains this fact in detail and illustrates its importance from his personal experience. 

Hoffman describes 3 key lessons he learned at his first company, SocialNet. 1) Financing strategy should reflect one's financial capabilities. 2) Focusing on distribution is important. 3) Understanding that the entrepreneurial skill set is different from what is required to work for an established big company. 

The latest business model for web-based companies is to provide services to the consumers for free. Roberts talks about the operations of such a model, in which advertising is the only source of revenue. She elaborates on how companies are learning to value the concept of 'nothing'. 

Carly Fiorina, CEO of Hewlett Packard (1999-2005), discusses her leadership experience in her journey from the job of a secretary to the leader of one of the biggest technology companies in the world. Fiorina describes ways in which leadership in business and entrepreneurship entails developing an appetite for risk and overcoming the fear of change. Fiorina concludes with a message that leadership is about building capability, collaboration and character. 

Warren Packard, Managing Director of Draper Fisher Jurvetson, and Andrew Frame, CEO of Ooma, present 10 lessons for building a successful start-up. They highlight the importance of dislocating large markets, active recruiting, organizational design, board construction, alignment of vision, managing mis-hires, building for scalability, product development, intellectual capital, and mentorship in establishing a lasting enterprise that adds value in the marketplace.