The emergence of the microprocessor, optical fiber, and affordable memory chips revolutionized computing, but established companies like IBM failed to adapt to these changes, focusing instead on outdated models.

IBM, which invented virtualization in the 1960s, had x86 servers that were struggling to sell due to a lack of demand for large workloads.

From '92 to '98, we experienced a liftoff primarily driven by Windows and applications, not enterprise solutions.

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.

We engaged with hardware vendors like IBM and HP, trying to convince them to partner with us, despite initial resistance.

In the late 90s, during the dot-com era, we faced skepticism about our software that allowed users to run multiple operating systems on one machine.

The 1970s were a dynamic time for innovation, with many early computer companies emerging, but today, it's more challenging for new startups to gain traction without unique insights that existing companies overlook.

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

We negotiated a non-exclusive deal with IBM for the operating system, allowing us to license it to others, which was crucial for our growth.