I believed we needed to do hardware to compete in the mobile space, but the board disagreed, which contributed to my decision to resign.

I struggled with the transition to being CEO, especially during a year when Bill and I didn't speak; we had to learn how to respect each other's roles.

We never had an argument in our partnership; we just rolled with it easily, and if disagreements arose, I wouldn't fuss over them because the overall record was successful.

Steve Jobs and I had a competitive relationship; we were like General Motors and Mercedes in the tech world.

I learned that the technology co-founders I initially brought in weren't the right fit and didn't have the skills to take the business where I wanted it to go, so I had to fire them.

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 had a significant disagreement within Google about the use of AI tools for coding, particularly regarding the Gemini model, which was initially on the 'no' list for coding.

It's crucial to align on high-level goals with your co-founder; differing motivations can lead to friction and relationship breakdowns.

My fear of conflict led me to avoid addressing problems with my co-founder and team, which ultimately resulted in a toxic environment and poor management.