This story is part of CNBC Make It’s The Moment series, where highly successful people reveal the critical moment that changed the trajectory of their lives and careers, discussing what drove them to make the leap into the unknown.

Jay Chaudhry never thought he’d run a business, amass a fortune or help popularize an entire industry. Not growing up in rural India, not upon moving to the U.S. in 1980 to study engineering and marketing, not even after landing jobs at tech giants IBM and Unisys.

“I have no background of entrepreneurship in my family of small-scale farmers. So if you asked me, ‘Did I ever think about becoming an entrepreneur in my childhood [or] early years of my career?’ Not really,” Chaudhry, the billionaire founder and CEO of cloud security company Zscaler, tells CNBC Make It.

It took Silicon Valley’s dot-com boom — the wild success stories of tech startups like Netscape — to get Chaudhry thinking in 1996, “Why shouldn’t I start a company?” He made the rash decision to quit his job as an executive at Atlanta-based tech company IQ Software, and his wife Jyoti quit her job as a systems analyst at telecommunications giant BellSouth.

Together, they plunged their life savings — roughly $500,000 — into SecureIT, a cybersecurity software startup they co-founded in 1997. At the time, “maybe less than 5% of Fortune 500 companies had firewalls,” Chaudhry says. “Within 18 months, we had deployed firewalls in about 50% of [the] Fortune 500.”

His timing was perfect: In 1998, Chaudhry sold SecureIT to VeriSign in an all-stock deal worth nearly $70 million. Over the ensuing decade, the husband-and-wife duo founded two more cybersecurity companies and an e-commerce business, each of which got acquired.

By 2007, they were already wealthy entrepreneurs, and Chaudhry — who gets “bored” without something to work on — decided it was time to launch “one big company and put 200% focus on that,” he says.

That company was Zscaler, which aimed to help companies transition away from outdated firewalls and into the cloud era. The couple invested $50 million of their own money, says Chaudhry. Today, it brings in $1.6 billion in annual revenue and has a market value of roughly $30 billion.

Chaudhry’s own net worth is estimated at $11.5 billion by Forbes.

Here, Chaudhry talks about putting his family’s savings on the line to follow his gut, how his upbringing influenced his relationship with money and the advice he’d give someone who wants to quit their job to start a business.

CNBC Make It: What prompted you to stake your entire life’s savings on a startup idea — in an industry that didn’t really exist yet?

Chaudhry: This thing happened because I love to read and I love technology.

In 1996, Netscape had just launched and gone public, and I was fascinated by it. I said, “If [Netscape co-founder] Marc Andreessen could start a company — he was a young guy [right] out of college — why shouldn’t I start a company?”

My wife and I talked a few times, and the more we thought about it, the more conviction we got around it: [Netscape’s web browser] is the way to access information, and it should become popular. But if every company is connected to the internet, that means there will be security risks.

That was my simple thinking. There was no IDC or Gartner study about the market size. It was largely based on what the gut told us.

A gut feeling is one thing. Betting every dollar to your name is another.

It started out with us saying, “Let’s go get venture capital funding.” I had no experience raising funds, and I realized soon that it wasn’t that easy. This was [1996], Atlanta was not a VC mecca and we kept hearing, “Hey, you don’t have any experience.”

We were disappointed, but our conviction was building, which led to me saying, “Why don’t we put our life-savings on the line?”

I didn’t know anything. So, I really didn’t know how big the risk was. I couldn’t quantify it.

How did you make peace with that risk?

After talking back and forth, we asked each other, “What’s the worst thing that can happen?” The company could shut down, we’d lose all of our savings.

The next question was, “Can we find jobs?” There was lots of confidence that we could.

I never had money in my early childhood, so there was never a notion that I must buy A and B and C. Our lifestyle was pretty simple. Our house in Alpharetta, Georgia, was $200,000 — a nice, typical middle-class house at that time — and we didn’t have any fancy cars or fancy payments.

Our only child at that time was going to a public school. There wasn’t a lot of overhead. We said, “Let’s take a chance.”

When a bet pays off, does that success make you more confident to take on bigger risks? Were any of your other ventures as risky as that first one?

The [financial] risk of SecureIT was, like, 1,000 times more than the risk of Zscaler. The amount I invested in Zscaler was a small fraction of my net worth.

But Zscaler was much harder. I put more money in it than all the others combined. I took bigger bets. I hired people more quickly to solve some very hard problems. I wanted to do something big, something lasting.

We were trying to solve a problem that was futuristic. Will it be successful or not? Will the market take off or not? That was all unknown.

So if you asked me the chances of success of Zscaler, there was a much higher risk. Because, with SecureIT, it was fairly obvious that as you connect to the internet, you need firewalls.

What’s your best advice for someone who’s thinking about quitting their job to start their own business?

First, build conviction by learning more about what you want to do. Don’t just do some of the cursory work.

Second, start by putting in your own money. That actually is part of testing your conviction. If you really have conviction, you’ll take a chance on yourself. That also means you’ve done some serious homework, you’re ready, you’re committed.

You can also make decisions the way you want to make decisions. If Zscaler was largely owned by VCs, they probably could have shut it down. It took us a few years to really start getting traction in the market, and VCs can write you off and move on. They say, “It’s one of my 20 investments.”

When you put in your own money, this is the only business you have.

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One key trait separates the best CEOs from all others, according to JPMorgan Chase CEO Jamie Dimon.

While some leaders can get complacent in their lofty roles, a great CEO prioritizes learning, inquisitive conversations and taking genuine interest in other people’s points of view, Dimon, 68, told LinkedIn’s “This is Working” video series last week.

“I think leaders have to get out [from behind their desks],” Dimon said. “They have to get out all the time. They have to be curious, ask a million questions. They’re learning from competitors, they’re learning from clients.”

One of Dimon’s top priorities for himself is meeting with clients and competitors — so he can ask questions and get firsthand accounts about where his company is excelling or doing poorly, he said.

“I always tell a client, ‘When you complain to us, you’re doing us a favor. If we’re torturing you, we’re probably torturing another 10,000 [or] 100,000 people,’” Dimon said. “I think CEOs, any business leader, who can’t get out [or is] too busy, they’re making a huge mistake.”

Dimon isn’t the only CEO who values inquiring minds in the workplace: The trait separates highly successful employees and leaders from their peers, according to Amazon boss Andy Jassy. 

“You have to be ravenous and hungry to find ways to learn,” Jassy said last week in a video published by Amazon, about the company’s list of 16 leadership principles. The biggest difference between people with successful careers and those who remain “stagnant” is a constant, humble drive for knowledge and self-improvement, he added.

“For some people, at a certain point, they find it too threatening or too difficult to keep learning,” said Jassy. “The second you think there’s little left for you to learn is the second that you are unwinding as an individual and as a learning professional.”

Curiosity and desire to learn can take you further in your career than your technical skills, LinkedIn vice president and workforce expert Aneesh Raman told CNBC Make It in March. The two traits are especially beneficial for young professionals, helping them stand out in the hiring market and reframe setbacks as learning opportunities, he said.

″[A growth mindset] is the new degree, the way that you’ve been looking for a Harvard degree,” said Raman.

To strengthen your inquisitiveness, try dedicating 20 to 30 minutes each day to learning something new, TedX speaker and organizational psychologist Tomas Chamorro-Premuzic wrote in the Harvard Business Review last year. You could research a subject you’ve always been interested in, set up a coffee chat to learn more about a colleague or read a challenging book about an unfamiliar subject. 

Ask yourself questions like, “What area do I want to be an expert in?” and “What topics could I spend all day thinking about?” Chamorro-Premuzic wrote.

Continuing to learn and explore, in both familiar and new areas of interest, helps people avoid “complacency” and build the “heart and grit” they need to advance their careers, said Dimon.

“If you don’t have an accurate assessment of the real world out there, what’s changing, what the ideas are, you will eventually fail,” he said.

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Job hunters know their time is limited: You have to be selective about which roles you apply to. But it’s not always easy to tell if you’re using your time wisely. Sometimes, an employer that posts a public job listing may not be interested in outside talent for their opening.

For example, some government agencies and contractors are required by law to post a position externally, even if they have an internal candidate in mind, experts tell CNBC Make It. Generally, businesses are free to post a “phantom” job publicly, even if only to appear like they’re casting a wide net, says employment attorney Tom Spiggle.

So long as a company isn’t violating laws against discrimination, that practice “wouldn’t be improper, even though it’s a little bit slimy,” he says.

It’s likely not a common practice, according to TopResume career expert Amanda Augustine, but it’s also hard to know for sure.

“The unfortunate part is that they’re legitimate roles. There’s nothing about them that would ever indicate otherwise,” Augustine says.

But, she adds, it only takes a bit of networking to get more information about whether a job is really open to external applicants — or at the very least, to make your job search more efficient. Here’s how.

Ask a current employee at the company you’re applying to for an informational interview, Augustine advises. Let them know you’re hoping to learn more about their role and the organization, she says.

Make it a low-commitment meeting for the other person, so they’re more likely to say yes: Ask for 10 minutes of their time over a video or phone call.

It’s more effective to talk to someone you know at the company rather than cold contacting a random employee, Augustine says. Even if the person you know is in a completely different department from that of the posted job, they can dig around for information on your behalf or introduce you to someone else at the company who may know more.

If you don’t know anyone personally, look for a staffer with some degree of connection to you — perhaps a friend of a friend, someone who used to work with your colleague or an alum of your alma mater, Augustine recommends.

If no one fits that bill, target people in the department you’re interested in or who perform a similar function to the open role, she says.

During the call, pose a series of questions that lead to your specific concern about the opportunity’s availability. You can inquire pointedly, yet delicately, about the hiring team’s progress so far, Augustine says, like whether they’re already interviewing people and eyeing any internal or external candidates, or why they’re filling the role.

“I don’t necessarily recommend going out and saying, ‘Hey, do you know if this is only available to internal candidates?’” she says. “But you can definitely go in and say, ‘Do you know how far along they are in the interview process?’ Or, ‘Are they close to having a candidate already? I want to know, do you think it’s worth my time to apply for this opportunity?’”

You could also ask whether internal candidates tend to be preferred or whether jobs are opened to existing employees first before being opened up to the public, Augustine says. If roles typically aren’t posted externally at first, it may signal that the company has yet to find the right candidate and could consider you.

Ultimately, how bluntly you choose to probe partly depends on your personal comfort level and your relationship with the person you’re talking to, Augustine says.

If you’re more familiar with the individual, you can be more direct with your questioning, she says. But with someone you don’t know as well, she advocates for erring on the side of caution and professionalism with your phrasing. 

It’s possible that the person you speak to has little if any knowledge of the job you’re after. That doesn’t mean your conversation is for naught, though — far from it, Augustine says. 

“These informational interviews are always valuable because a 10-minute conversation could save you a lot of application time,” she says.

The chat provides an opportunity to get “insider information” about the company’s culture, not just one position’s hiring process, Augustine says. All of that information can help you decide whether you want to apply in the first place, as well as how to apply, including how to customize your resume or cover letter successfully.

The person you consult may also be willing to provide you a referral for the posting or pass along your materials to the hiring manager, presenting a chance to skip ahead in the recruiting process, she says.

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You have to earn more than $1 million annually to be among the top 1% of earners in the richest U.S. states and Washington, D.C., a new GOBankingRates study reveals.

In D.C., you’re in the top 1% if you make $1,250,029 or more — the highest threshold in the U.S. That’s followed by five states where you also need to come in over the $1 million mark to be a top earner: Connecticut, Massachusetts, California, Washington and New Jersey.

The 1% thresholds are based on individual tax return data processed by the Internal Revenue Service in 2022, which has been adjusted by GOBankingRates to reflect 2024 dollar values. Here’s a look at where the 1% earn the most, based on that metric:

1. Washington, D.C.: $1,250,029
2. Connecticut: $1,192,947
3. Massachusetts: $1,152,992
4. California: $1,072,248
5. Washington: $1,024,599
6. New Jersey: $1,010,101
7. New York: $999,747
8. Colorado: $896,273
9. Florida: $882,302
10. Wyoming $872,896

One reason that Washington, D.C. has a higher threshold compared with states like California and New York is that it has a smaller population with a larger concentration of high-income earners. Many of the highest paid D.C. professionals are in the government sector, which includes senior officials, lobbyists and lawyers.

Connecticut also has a smaller population compared with most states. The state’s largest industry is financial services, and it is home to wealthy hedge funds and investment firms that tend to pay high salaries.

Massachusetts ranks third, largely due to an array of lucrative industries with high-paying specialized jobs, including financial services, education, technology and health care.

In contrast, West Virginia has the lowest income threshold for the top 1% of earners, starting at $435,302. Nationwide, the 1% income threshold is a median of $707,296.

Below are the thresholds for each state, in alphabetical order:

• Alabama: $577,017
• Alaska: $642,707
• Arizona: $713,264
• Arkansas: $550,469
• California: $1,072,248
• Colorado: $896,273
• Connecticut: $1,192,947
• Delaware: $640,330
• Florida: $882,302
• Georgia: $725,284
• Hawaii: $631,383
• Idaho: $728,859
• Illinois: $811,004
• Indiana: $572,403
• Iowa: $591,921
• Kansas: $674,225
• Kentucky: $532,013
• Louisiana: $608,143
• Maine: $609,173
• Maryland: $767,688
• Massachusetts: $1,152,992
• Michigan: $625,158
• Minnesota: $755,880
• Mississippi: $456,309
• Missouri: $610,837
• Montana: $741,182
• Nebraska: $651,641
• Nevada: $804,627
• New Hampshire: $839,742
• New Jersey: $1,010,101
• New Mexico: $493,013
• New York: $999,747
• North Carolina: $688,506
• North Dakota: $708,284
• Ohio: $601,685
• Oklahoma: $559,981
• Oregon: $707,296
• Pennsylvania: $720,778
• Rhode Island: $673,902
• South Carolina: $632,805
• South Dakota: $752,849
• Tennessee: $702,934
• Texas: $789,003
• Utah: $811,929
• Vermont: $645,255
• Virginia: $787,471
• Washington: $1,024,599
• Washington, D.C.: $1,250,029
• West Virginia: $435,302
• Wisconsin: $631,993
• Wyoming: $872,896

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Being alone is not the greatest risk to memory loss, a new study found. However, feeling lonely is.

Researchers at the University of Waterloo followed four groups of adults during a six-year period to see how loneliness and social isolation affected memory loss. Participant categories included those who were socially isolated and lonely, those who were only socially isolated, those who were only lonely, and those who were neither.

Respondents who were socially isolated and lonely had the greatest decline in memory. But loneliness alone, not social isolation, had the second greatest affect on memory.

While social connections are proven to keep you sharp and happy as you age, it’s just as important to stay mentally active whether or not you’re around people.

“Brains never complete their wiring,” said Dr. Lisa Feldman Barrett, psychologist and neuroscientist, during “The Science of Aging Smarter” class.

And your brain’s ability to change its neuron wiring, also called plasticity, lasts your entire life. This means you can learn new skills at any point.

One way to improve your brain plasticity is to try new things.

“Any time you encounter something you didn’t anticipate or you didn’t predict, and it’s possibly useful in the future, your brain is gonna attempt to learn it,” Barrett said. “And learning is plasticity.”

Activities like traveling, learning a new language, or reading a book can all improve your brain health.

Physical activity can also stimulate brain cell growth, Dr. Wendy Suzuki, a neuroscientist and dean of the New York University College of Arts and Science, told CNBC Make It.

“Forms of activity that require strategy will work your prefrontal cortex more,” she said.

Of course, having stimulating social connections isn’t altogether useless. In fact, meeting new people can improve your brain plasticity, as well.

“All of these things are metabolically challenging now,” Barret said. “But they’re like an investment in a healthier, stronger you.”

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