I was brought in by the White House as GM's chairman in 2009, around the time of the bankruptcy, and became CEO later that year. As a company, we were grateful for the government's support. But as GM's financial health began to improve, I could detect no real sense of urgency, or even interest, on the part of the government to relinquish control.

I'm a pretty average guy and want to keep a low profile. I don't want the world necessarily to know about me.

We commend the commission, under the leadership of Chairman Martin, for recognizing the reality of today's communications marketplace and for fostering an environment where there will be greater choice in communications services and providers.

I've been accused many times of not talking very much, but I guess I don't believe in talking things to death. You can talk too much on most anything and it stops being productive. There is a time for action. Eventually you have to pull the trigger.

So long as TARP money is wrapped up in GM, the company will never shake its 'Government Motors' image. That label, as competitors and GM employees are keenly aware, is code for one thing: 'GM is a failure'.

My goal in coming to General Motors was to help restore profitability, build a strong market position and position this iconic company for success. We are clearly on that path.

I don't know anything about cars. A business is a business, and I think I can learn about cars. I'm not that old, and I think the business principles are the same.