The talent density at Oracle was significant, as many core team members went on to create or reinvent major technologies at companies like Google, Facebook, and Twitter.

I've been the CEO of Oracle since 1977, making me one of the longest-running tech CEOs in Silicon Valley's history.

Our product decisions have been a mix of strategic planning and responding to user needs, which has shaped our growth and success. We always wanted to answer how to build the next Oracle, focusing on a long-term vision while also addressing immediate decisions that align with that goal.

In the late '90s and early 2000s, Oracle made a courageous decision to transition from Solaris to Linux as its core platform, enabling the development of large-scale distributed systems.

At TellMe Networks, we pivoted from a consumer-focused business to an enterprise model, automating voice recognition for businesses, which positioned us as one of the first SaaS companies. We focused on a select group of 12 to 24 large customers, ensuring multi-year contracts for successful engagements.

All new US data is now stored in Oracle's cloud infrastructure, ensuring it is protected, while we work on deleting legacy data from our servers.

To expand into enterprise companies, we need to address their specific needs while ensuring our core product remains effective for them.

As late as the late 2000s, customers told us we weren't an enterprise company, which was a significant challenge for us.

Vzero is already being used by enterprise customers for all their products and client communications, showcasing its scalability and effectiveness.