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

We created the VMware Preferred Hardware Vendor program, which helped us gain traction in the market as other vendors signed up to meet our requirements.

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 learned that finding investors who specialize in hardware was crucial, as they understood our vision and supported us.

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.

Our hardware business has shifted focus to high-margin products, and while overall revenue may have dropped, our profits have increased significantly, indicating a successful transition.

Realizing we were selling to students with limited funds, we shifted our focus to building a product for companies to help them identify the right developers based on skills.

AWS initially targeted startups to build relationships and gain traction, which later helped them penetrate the enterprise market, showcasing the effectiveness of a bottoms-up sales strategy.

We decided to forgo our initial revenue from website creation to focus on building a network, which made it easier to attract more companies to join Link Exchange.