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.

During my tenure, I prioritized establishing strong relationships with IT departments, which was essential for Microsoft's enterprise success.

I was determined to prove that Microsoft could be an enterprise company because if we couldn't sell to businesses, we would be limited in growth.

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.

I realized I needed to emotionally detach from Microsoft after leaving, but my loyalty to the company remained strong.

Paul Allen emphasized that we should never become a hardware company and pushed for building software for all microprocessor-based computers. I took over system software in '84, which marked the beginning of our enterprise focus at Microsoft.

We missed the chance to innovate in mobile and search, which were critical areas where other trillion-dollar companies thrived outside of Microsoft.

I held onto my Microsoft stock because of loyalty, and I wanted to be the best investor, staying informed about the company even after leaving.

I had monomaniacal focus on Microsoft, giving up weekends and vacations wasn't a sacrifice; I loved it.