The slogan of Microsoft was 'a computer on every desk and in every home running Microsoft software', reflecting our vision for personal computing.

Bill Gates recognized the need to pivot towards the internet, leading to a complete shift in focus for Microsoft, including erasing existing projects to prioritize new developments.

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.

The antitrust issues Microsoft faced were not just business challenges but also cultural ones that affected employee morale and integrity. The federal government ordered a split, but they didn't specify who had to run which part; I was to run operating systems while Bill would take applications.

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.

From day one, we filed patents to protect our intellectual property, especially while competing against giants like Microsoft and Intel, although the patents didn't provide much help in the long run.

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's original vision of having a computer on every desk in every home attracted the right type of people and helped build the culture necessary for its success.

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.