This is Part 3 of a three-part series. Warren and Charlie are business maestros. Everyone knows that. But listening to the two of them talk, I couldn’t help but think about how their business advice also translates to the world in general. What follows is a few of these bon mots of wisdom, partnered with some of my general observations.

This is Part 2 of a three-part series. I was lucky enough to have spent time with a few Berkshire Hathaway portfolio company CxO’s during my time in Omaha — from organized meetings to fortuitous seats on flights. What struck me most in these conversations was the consistency in their stories around joining the Berkshire Hathaway family.

Recently, I was lucky enough to be invited to be part of a group that would be attending the Berkshire Hathaway Annual Meeting in Omaha. How could I turn down the opportunity to attend what has been fondly referred to as the “Woodstock of Capitalism”? There was no way I wasn’t going.

A PE-owned mid-market specialty home-building products company was looking to diversify its existing product portfolio, and sought to develop and launch a private label offering that would compliment its current portfolio.

During a period of rapid growth, a $2B+ healthcare services company with payer and provider business lines needed a forward-looking assessment to manage growth and scale operations across new geographies.

Even if you don’t have a high school senior applying to college, you have at least a passing interest in what’s going on with college admissions. After all, today’s students are tomorrow’s workforce.

A global CPG company specializing in over-the-counter medication sought solutions on three fronts: optimizing their consumer segmentation, re-evaluating their retail strategy, and assessing new product opportunities.

When an industry-leading gaming and electronic systems and products company merged with a complementary player of equal size, the company sought integration assistance and cost reduction. Functions across IT, supply chain, product teams, and more required the identification of synergies and opportunities to consolidate operations of the two organizations.

Talking about the weather never gets old, even in corporate boardrooms.

Take the Polar Vortex. For many companies last winter, it was the go-to excuse for poor performance. Makes sense if you are cancelling thousands of flights or selling motorcycles, but selling products online? Debatable.

There’s a tug-of-war happening in today’s business technology environment, between traditional IT roles and end users of technology. The recent scandal over former Secretary of State Hillary Clinton’s use of private email service and home server instead of IT resources approved by the organization perfectly highlights the struggle, which is fundamentally centered on how companies get the most from their technology and their IT departments.