Want to start a business, but haven't? Richard Branson has some interesting and inspiring advice for you

Thirty-six years ago, Richard Branson sat in an airport waiting to board an American Airlines flight to the British Virgin Islands. Then the airline canceled the flight.

Frustrated, Branson, 28, went to the back of the airport and used a credit card to rent a plane. He borrowed a blackboard, wrote, "Virgin Airlines: One Way to Virgin Islands, $39", walked around the airport and managed to fill every seat on the plane. When the flight landed, a passenger said, "Improve the service a bit and you can be in the air business."

The next day, Branson called Boeing to ask if he had any used 747s for sale.

Even though the creation of an airline was not on Branson's radar, until his flight was canceled.

This story exemplifies Branson's entrepreneurial career: not just recognizing (because everyone has great ideas) but seizing opportunities to build brands that deliver better service, better quality, better experiences, something better (or hopefully everything) than the established brands.

Fifty-six years after founding its first company at the age of 16, the Virgin Group is made up of more than 40 different businesses in industries including travel, hospitality, financial services, media ... and even space. Branson's career serves as a master class in starting businesses.

Literally.

Branson's course in Disruptive Entrepreneurship has just been released on MasterClass, the online learning platform where subscribers get unlimited access to over 150 instructors like Sara Blakely, Bog Iger, Malcolm Gladwell, Howard Schultz and even Metallica. (His class also offers a 50-page downloadable class guide with stories, tips, and a list of books he recommends.)

I watched it last week. It's awesome: part nuts and bolts, part career retrospective, completely inspiring.

Dive in to seize what you think is an opportunity when others don't, without even trying to make sure the numbers work. This is the second lesson, "Lighting the fire with your first projects".

“Take Virgin Atlantic,” says Branson. "If I had gone to an accounting firm and said, 'I run a record company. I'm thinking of buying a used 747 to compete against British Airways with its 300 planes and Pan Am with its 300 planes...could you tell me if we are going to make or lose money I knew what the answer would be so I saved some money on accountants and figured it was screwed , let's go. Let's go. The worst that can happen is that we fall flat on our stomachs. The best that can happen is that in a year, people like the experience and we will add some planes extra. And that's what happened."

He took the same approach with Virgin Voyages, his latest business venture. Branson instinctively sensed that there were plenty of people who would never go on a trip. (He was one of those people.)

He believed that creating a fun, adults-only Virgin experience would not only win over existing cruise lines, but also open up the market dramatically.

"What's great," says Branson, "is that having built the Virgin...