Microsoft started as a consumer company, and our success in that area allowed us to build a strong enterprise business. However, I regret losing the consumer muscle we had.

During my tenure, I prioritized establishing strong relationships with IT departments, which was essential for Microsoft's enterprise success.

I feel good about being recognized as a key figure in building Microsoft's enterprise business, but I also regret that we lost our consumer focus along the way.

After IBM divorced us in 1990, we realized we needed to figure out how to build our own enterprise sales strategy, which was not Bill Gates' passion area.

I turned down a $12 billion offer from Microsoft because I felt that we had a unique opportunity to create something special and control our own destiny.

Entering the Enterprise market can be daunting, but it's a necessary step for growth and innovation. An engineer left the company, stating that we wouldn't succeed in the enterprise market and that the company was going to fail.

I believed there was a need for a company focused on building applications for enterprises, as it involves more complexity with multiple users and access.

We decided to go to market with hardware vendors instead of building an enterprise sales force, finding ways to help them profit.

I believed in staying hardcore and learning from our mistakes, but Microsoft struggled to pivot from its established model to embrace new opportunities in mobile.