I left Xerox for the non-profit sector because it was clear to me that only public/private partnerships can pull off a turnaround plan at the scale we need to tackle global poverty.

Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership.

Educated and productive young people are needed to help #‎ LIFT their countries out of poverty and create a wealthier, more secure world.

There's nothing quite as powerful as people feeling they can have impact and make a difference. When you've got that going for you, I think it's a very powerful way to implement change.

The hardware business is all about per-unit manufacturing cost and functionality. The services business is less asset-intensive and more dependent on people.

Customers require the effective integration of technologies to simplify their workflow and boost efficiency.

I have zero tolerance for people who don't come completely prepared. I expect contribution, I expect attendance, and I expect directors to take trips and visit the company's programs.