The key thing in any kind of guiding of the business is how do you create a strong organization that is kind of accelerating into the future. And when you're in trouble, the question is, what are the techniques that you can, you know, trim, refinance, sell, et cetera, in order to get this business back to that characteristic.

If you don't start out aiming for the big game, you almost never can get there.

When you have an idea, a classic entrepreneurial impulse is to hold the idea close to you and not tell people and that's almost always a mistake.

In crisis times, it's actually not more difficult to motivate your staff, because everyone gets much more focused on how they control their own economic destiny. So, what you do is you have clear communication, which is always a good leadership technique, and you talk about how you can build something good and strong in the future, and how you can work together in order to do that.

It's better to be the best connected than the most connected.

You have to be constantly reinventing yourself and investing in the future.

In software speed to market, speed to learning is really key. In hardware if you screw it up you are dead. So accuracy really matters.