In general, I'm pretty busy with the other things I charted ... I bought a piece of a sports-tech company. We do a lot of work with at the Clippers. I think that'll be great. We're really looking at the possibility of extending and building a real over-the-top distribution channel with value-added services for the Clippers, that could lead to other partnerships and investments. But most of the stuff I'm looking at isn't because I say, "Hey, I want to invest." It sort of comes around from the work we're doing with the Clippers.

"There's no CEO for the government." But if you were CEO for a day at the government, would you have tools and reports and wherewithal to look at government the way a business would look at its lines of business, its spending, its revenue? I've actually been working, first by myself and then with a group of people, on then on and off, and now much more on, almost since the I time left Microsoft.

Getting the big things right that make all the money, that's long cycle, really executing in a way that allows you to do it, that's short cycle.

I love the fact that Satya Nadella's checked the checkbox for cross-platform for a number of our services. I still think it's very important to do the right kind of innovative integration across Windows and our hardware platforms with our cloud services. I think the company's doing a lot of good stuff. Real competition in AWS. Real competition in terms of the clients, particularly from a hardware perspective, there's also [competition] from Chrome. But all in all pretty good.

It actually turns out to be much harder to really understand government across state local and federal.

Developers, developers, developers, developers.

It's how tenacious you are that will determine your success.