It's fascinating as we continue to innovate and lead the way in both the application space and the database space. In the very beginning, people said you couldn't make relational databases fast enough to be commercially viable. I thought we could, and we were the first to do it. But we took tremendous abuse until IBM said, "Oh yeah, this stuff is good."

I enjoy the competition and the process of learning as we compete. The whole thing is just fascinating. I don't know what I'll do when I retire. When I go sailing, I look around ... anyone want to race? I just love competing as opposed to just going out and watching the sunset.

I know some people are offended by the fact that I'm spending a lot of money trying to win the America's Cup. I could have given all that money to charity.

All you can do is every day, try to solve a problem and make your company better. You can't worry about it, you can't panic when you look at the stock market's decline. You get frozen like a deer in the headlights. All you can do is all you can do.

In order to grow at this pace, there will have to be a couple of acquisitions along the way. The tricky thing is to grow at this rate and maintain a 40 percent operating margin.

If an innovative piece of software comes along, Microsoft copies it and makes it part of Windows. This is not innovation; this is the end of innovation.

If an open source product gets good enough, we'll simply take it. So the great thing about open source is nobody owns it - a company like Oracle is free to take it for nothing, include it in our products and charge for support, and that's what we'll do. So it is not disruptive at all - you have to find places to add value. Once open source gets good enough, competing with it would be insane. We don't have to fight open source, we have to exploit open source.