Microsoft had an opportunity to become a significant player in mobile before Android took off, but they were too locked into their existing business model to adapt quickly.

We needed to develop new capabilities to compete effectively in the mobile and search markets, but we didn't realize how different those businesses would be. The true competitor for Microsoft in mobile was Android, not Apple, as Android monetized through advertising and offered free services, while Microsoft relied on licensing revenue.

In the mobile space, we were too focused on extending Windows instead of recognizing the need for a completely new approach.

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.

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.

We got caught in the mindset of being just a platform company, which limited our ability to innovate and adapt to new market demands.

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.

We learned that many innovative ideas from 1999 were ahead of their time, and it was crucial to stay the course and believe in the potential of mobile technology.

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.